Sustainability Report 2014

Transcription

s u s t a i n a b i l i t y a n n u a l r e p o r t 2 0 14
building
closeness
s u s t a i n a b i l i t y a n n u a l r e p o r t 2 014
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building
closeness
Few industries have had such an impact on
society and the individual lives of people as
telecommunications.
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building
closeness
We have contributed to integrate societies that are
now permanently connected and to transform life in a
way that was not imagined a few years ago, furthering
productivity, knowledge and education.
3
building
closeness
By bringing new communication
technologies to the regions where we are
present, we connect people, companies
and communities with the rest of the world.
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building
closeness
Contents
Message from the CEO
Key figures
About América Móvil
Services and coverage
Implementation and infrastructure
Corporate structure
Corporate governance
Sustainability strategy
Ethics and values
Values and principles
Application of the Corporate Governance Policies and Code of Ethics Human rights
Economic performance
Customers
Customer satisfaction
Responsible communication and marketing
Social performance
Employees
Training and development
Occupational health and safety
Community
Carlos Slim Foundation
Education
Health
Social justice
Disaster aid
Social responsibility programs
Medio Ambiente
Social development
Support to organizations
Cultural support
Social initiatives by our subsidiaries
Environmental performance
Energy
Water
Biodiversity
Waste and recycling
Awards and distinctions
Report Profile
Materiality
GRI Index
Information and contact
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Daniel Hajj Aboumrad
Chief Executive Officer of América Móvil
Message from the CEO
G4-1, G4-13, G4-28
Dear friends,
It is with great satisfaction that I present to you this 2014 Sustainability Report for
América Móvil. In it you will find a summary of our company’s economic, social
performance and environmental responsibility results.
We are the leading telecommunication services company in Latin America, the
largest in terms of wireless telecommunications service users and third largest
in the world in terms of subscribers. At the close of 2014, we had 368 million
accesses, including cellular and landline telephone, broadband and pay television
services, and we were present in 25 countries in the Americas and Europe.
Although the challenges are many, we continue to invest in the future, in strict
compliance with the laws, rules and regulations of every country where we
operate. We maintain a competitive position and are convinced that free and
open competition is good for everyone.
In Latin America, we continued to deploy our 4GLTE network, and expand our
3G platform during the year, and were the first in the region, as always, to adopt
new technologies.
Another very important event for us this year was the
consolidation of Telekom Austria, which has operations in
that country as well as Central and Eastern Europe.
América Móvil’s keywords have always been innovation and development. We
are clearly aware of our users’ needs, the rapid pace of technological evolution,
the importance of preserving quality, and the need to invigorate the investment
processes. Over years of strategic investment, we have helped bridge the
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digital gap, positively transforming people’s quality of life through access to
connectivity, information and education, among many other opportunities that
advanced technology brings to our users.
In keeping with our interest in helping to make people’s lives better, we also build
strong ties with the communities where we operate with initiatives that generate
value. Through the Carlos Slim Foundation and alliances with institutions
throughout the world, we support social causes and carry out joint investment
in knowledge-sharing projects that have benefited more than 30 million people.
To minimize our environmental footprint, we have many initiatives for using
resources more efficiently, preserving the environment, promoting the use
of renewable energy in our facilities and infrastructure, and handling waste
sustainably.
Through the
Carlos Slim Foundation
and alliances, we have
benefited more than
30
million
people
We visualize a future where more and more people can
enjoy the benefits of the digital age. With financial strength
and technological capacity, we will continue to promptly
attend to our responsibilities and keep our commitments.
I would like to thank the members of our Board of Directors, our shareholders,
employees, suppliers, clients and other stakeholders for their support and trust.
To all of you, I reiterate this company’s commitment to responsible management,
generating value for our company while benefiting all of society.
Chief Executive Officer of América Móvil
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i n f o r m e a n u a l d e s u s t e n t a b i l i d a d 2 0 14
Key figures
368
million
access lines, 8.4%
more than
in 2013
78.4 million
289.4
million
mobile service
users
191,156
employees
at end of the year
RGUs* which include
34.3 million fixed-lines, 22.6 million broadband
accesses and 21.5 million pay television units.
17,500 kilometers
of submarine fiber
optic cable joining South America, the Caribbean
and the United States.
* RGUs: Revenue Generating Units
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About América Móvil
G4-6, G4-8, G4-9
We are the leading supplier of integral telecommunication services in Latin
America and one of the five largest in the world in terms of users and market
capitalization. With operations in 25 countries, our services provide 368 million
access lines.
With a solid capital structure, the necessary infrastructure and a level of efficiency
acquired through extensive operating experience, we have built a position for
ourselves as leaders in the Latin American telecom industry, and the third largest
firm in the world in terms of number of accesses. Our proximity to our customers,
financial solidity and robust infrastructure will support our future growth and
enable us to offer better services to an increasing number of customers.
We provided
368
million
access lines
We have an operating presence in Argentina, Austria, Belarus, Brazil, Bulgaria,
Chile, Colombia, Costa Rica, Croatia, Dominican Republic, Ecuador, El Salvador,
Guatemala, Honduras, Macedonia, Mexico, Nicaragua, Panama, Paraguay,
Peru, Puerto Rico, Serbia, Slovenia, United States, and Uruguay.
This report presents the results of our environmental, social and labor results
for the 18 countries in the Americas where we operate. As for the financial data
and the total number of employees, we have consolidated the results of our
operations in the European countries where we are present as of July 1st, 2014.
Services and coverage
G4-4
Our mission is to bring closer the people of the countries we serve through
better connectivity. We do so by seeking the right combination of technology
and accessible prices. In 2014, we had 368 million accesses to our landline and
mobile, broadband and pay television services.
At América Móvil, we are well aware of how technological tools can positively
impact people’s daily lives. For us, sustainable development would be
unconceivable without technological transformation. Information technologies
not only offer economic improvements like access to retail services, they also
create opportunities for inclusion, education and communication, and ultimately
they contribute to greater equality, freedom of expression, and the right to
information.
One of our main goals is to develop projects that
bridge the digital divide for people in both rural and urban
settings, giving everyone a better chance at
advancement and well-being.
Exclusion limits progress, and today we have a splendid opportunity to open
up the world of technology for disadvantaged groups, with all the benefits and
opportunities it entails, through our products and services.
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The brands through which we operate in the different countries
are Telmex, Telcel, Claro, Embratel, Net, TracFone, Straight
Talk, A1, Velcom, Mobiltel, Vipnet, Vip Operator, Vip Mobile
and Si.mobil.
Main brands and businesses in the countries
where we operate
Country
Main brands
Main businesses
Telcel
Mobile services
Telmex
Fixed-line services
Argentina
Claro
Mobile and Fixed-line services
Austria
A1
Belarus
Velcom
Mobile services
Mexico
Claro
Brazil
Embratel
Wireless, Fixed-line, Pay TV
Net
Bulgaria
Mobiltel
Chile
Claro
Colombia
Claro
Costa Rica
Claro
Croatia
Vipnet
Ecuador
Claro
El Salvador
Claro
Slovenia
Si.mobil
Mobile services
United
States
TracFone y
Straight Talk
Mobile services
Guatemala
Claro
Honduras
Claro
Macedonia
Vip Operator
Nicaragua
Claro
Panama
Claro
Paraguay
Claro
Peru
Claro
Puerto Rico
Claro
Dominican
Republic
Claro
Serbia
Vip mobile
Mobile services
Uruguay
Claro
Mobile services
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Implementation and infrastructure
Our business focuses on promoting social and economic development through
investments intended to increase our service coverage. When a person is given
the ability to connect to a telecommunications network, it opens up a vast world
of knowledge and technology.
Through significant strategic investment throughout the region, we modernize
and develop our infrastructure. Our investment policy guides us toward our
business goals, but more importantly, it seeks to bridge the digital divide so that
more people every day can take advantage of the benefits of technological and
digital development.
Expanding our coverage toward more communities, even those in the most
remote locations, begins with the installation of new base stations, and in this
process we comply with the environmental regulations of each country. When we
build cellular towers we make an effort to keep their visual impact to a minimum,
so in some cases we use camouflage that simulates palm trees or other trees,
fiberglass cubes, and light posts where LED technology is also installed.
In 2014 we began a technological migration toward
Single RAN, a technology for radio access to the network
(RAN) that enables mobile telecom operators to optimize
spaces and power for data and voice technology
at their base stations.
This reduction of spaces into a single cabinet also helps reduce energy
consumption. The project will optimize 9,200 sites—more than 4,000 in 2014
and the rest in 2015 and 2016.
AMX-1 Submarine Cable
In 2014, we finished laying the AMX-1 Submarine Cable, a fiber optic infrastructure
17,500 kilometers long that provides international connectivity between our
subsidiaries in North, Central and South America.
We invested US$506 million in this project to expand and strengthen
communications through the territorial waters of Brazil, Colombia, United States,
Guatemala, Mexico, Puerto Rico and the Dominican Republic, and equip them
with a world-class telecommunications infrastructure.
The system significantly enhances the availability of international broadband for
high-speed voice, data, video and Internet traffic, with quality and reliability.
In 2015 we will continue working primarily on armoring the AMX-1 cable at
some landing points, and implementing it to guarantee traffic capacity and
redundancy for voice, data and video for Mexico and the rest of Latin America
for the next 20 years.
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Star One Satellite Fleet 2014
As part of the development of our satellite business in Brazil and the Americas, in
2014 we continue to invest in two new satellites that will be part of the Star One
fleet. The C4 and D1 satellites will begin operating in the third quarter of 2014
and second quarter of 2016, respectively.
C4 Satellite
This satellite is being built to support operation of the DTH TV business. In Brazil
it will enable Claro TV to double its current direct-to-home (DTH) offering and
increase the number of television channels, and will also allow us to use our own
satellite for offering Claro TV DTH service in Guatemala, El Salvador, Nicaragua,
Honduras, Panama, the Dominican Republic and Costa Rica.
D1 Satellite
This satellite will replace the B4 Satellite, which will reach the end of its useful life
in 2016, so that we can continue offering the services currently supplied to our
customers in Brazil. It will also give us greater sales capacity and interconnect
cellular telephone base stations (backhaul cellular network).
Star one Fleet
Star One D1
C/Ku/Ka
Star One C4
Ku
Under construction
Est. 2º Q 2016
Est. 3º Q 2015
92o W84o W75o W70o W65o W63o W37,5o W
Brasilsat B3
Brasilsat B3
Star One C3
Star One C2
Star One C1
Brasilsat B2
Star One C12
GUBA
C, Ku and
X Bands
C, Ku and
X Bands
C Band
C Band
(Inclined orbit) (NSS-10 and SES)
Control Center
C Band
C Band
C and Ku Bands
(Inclined orbit)
Other infrastructure projects
In 2014 we worked on improving our infrastructure in the countries where we
operate, benefiting local economies and communities. Through mobile and
landline network technology efficiencies we expanded coverage to an increasing
number of communities and further improved our service quality.
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2014 Investment initiatives
Country
Initiative
Investing in the development and modernization of our mobile and fixed
platforms.
Mexico
• Adding new sites and carriers to national networks to increase coverage
and quality of the mobile network.
• Increasing the national and regional optic fiber network and investing in
hardware, software and services at Claro.
Costa Rica, El Salvador, Guatemala,
Honduras and Nicaragua. • Upgrading infrastructure in the client access distribution network
and equipment for voice, video and data transmission; invested in the
international network to guarantee international output of our services and
commercial agreements to acquire the necessary capacity.
El Salvador, Guatemala, Honduras and
Nicaragua.
• Replacing five thousand ports at centrals that had reached the end of
their useful life.
• Increasing installed capacity of the television network by 26,878 homes,
including optic, distribution network and client access nodes.
Chile
Technological efficiency and spatial improvements at Claro headquarters;
improved Internet, data and telephone service at various locations.
Colombia, Ecuador, Peru and the
Dominican Republic.
Modernizing the mobile network to improve and expand the coverage of our
services in various locations. This investment will enable us to improve the
quality of the 3G network and expand coverage of the 4G network.
Ecuador and Peru
Expansion of landline coverage and capacity (HFC), access to 3Play digital
services, network expansion, server expansion, increased HFC access
network and installed additional security fittings and power sources.
Corporate structure
G4-3, G4-17
América Móvil, S.A.B. de C.B., is legally incorporated under Mexican law as
a limited-liability, publicly-traded company with variable capital. Our shares
are listed on the Mexican Stock Exchange (ticker symbol AMX), in the United
States on the New York Stock Exchange (AMX) and NASDAQ National Market
(AMOV); and on LATIBEX (XAMXL), the Spanish market for Latin American
securities in euros.
As of December 2014, and taking into account all available public information in
the reports presented from time to time by our majority shareholders to the U.S.
Securities and Exchange Commission, the stock structure of América Móvil is
as follows:
Carlos Slim Helú and
members of his immediate
family
Fideicomiso F/0126
Banco Inbursa, S.A.
(Slim Family Trust)
Inmobiliaria Carso,
S.A. de C.V. and
Subsidiaries
24.8%
19.3%
AMÉRICA MÓVIL, S.A.B. DE C.V.
(MEXICO)
Investing Public
14.0%
41.9%
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América Móvil subsidiaries and associates as of December 2014
Country
Mexico
Argentina
Brazil
Chile
Company
Business
Telcel
Cellular
Telmex
Equity
stake
Consolidation
method
100.0%
Global consolidation
Fixed
98.7%
Sección Amarilla (1)
Other
98.4%
Telvista
Other
89.4%
Claro
Cellular
100.0%
Telmex
Fixed
99.7%
Claro
Cellular
96.1%
Cellular
100.0%
Fixed
100.0%
(2)
Claro
Telmex
(1)
Claro
Cellular
99.4%
Telmex
Fixed
99.3%
Costa Rica
Claro
Cellular
100.0%
Dominican
Republic
Claro
Cellular/fixed
100.0%
Cellular
100.0%
Fixed
98.4%
Colombia
Ecuador
Claro
Telmex
(1)
El Salvador
Claro
Cellular/fixed
95.8%
Guatemala
Claro
Cellular/fixed
99.3%
Honduras
Claro
Cellular/fixed
100.0%
Nicaragua
Claro
Cellular/fixed
99.6%
Panama
Claro
Cellular
100.0%
Paraguay
Claro
Cellular
100.0%
Peru
Claro
Cellular/fixed
100.0%
Puerto Rico
Claro
Cellular/fixed
100.0%
Uruguay
Claro
Cellular/fixed
100.0%
United
States
Tracfone
Cellular
98.2%
Holland
KPN
Cellular/fixed
21.4%
Equity method
Austria
Telekom Austria
Cellular/fixed
59.7%
(1)
Stock ownership in Telmex Internacional, in which América Móvil owns an equity share of 97.79%.
(2)
As of December 31, 2014, Embratel and Net merged with Claro, in which América Móvil owns an
equity share of 79.22% through Telmex Internacional and 16.90% through Sercotel. As of February
2, it reflects the acquisition of minority shareholders.
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Corporate governance
G4-34, G4-36, G4-38, G4-39, G4-40, G4-41, G4-42, G4-43, G4-44, G4-51, G4-52
Our corporate governance policies and practices have the central purpose of
promoting transparency throughout the organization and reaffirming our mission,
philosophy, values and principles. The company’s corporate governance is
governed, among other codes, policies and regulations, by the following:
• Current securities market regulation in effect in Mexico, including, but
not limited to the Securities Market Law, the Unified Issuers’ Bulletin, the
Code of Best Practices issued by the Business Coordinating Council.
• Current securities market regulations in effect in each of the international
securities markets on which we are listed.
• The América Móvil Corporate Governance Policy and Code of Ethics.
• Our corporate bylaws.
Our shareholders are our highest governance body; they appoint the members
of the Board of Directors as well as the auxiliary committees of the Board. In
terms of the applicable regulations in effect, shareholders must meet during
the first four months of the year to nominate and/or ratify and/or revoke the
appointments of board members and their alternates that make up the Board of
Directors of América Móvil.
The Board of Directors of our company is made up of a total of 15 members, 14
of which are regular members and one alternate; 50% of the board members
are independent members. The Board is headed by two Co-Chairs who do not
hold executive positions in the company. Daniel Hajj Aboumrad is the company’s
Chief Executive Officer and also member of the Board of Directors and the
Executive Committee.
In its work of managing, guiding and administering corporate affairs, the Board
of Directors is supported by two auxiliary committees:
• Executive Committee: In charge of rendering opinions to the Board on
a variety of key issues and exercising its authority over certain matters
specifically established in our corporate bylaws.
• Audit and Corporate Practices Committee: Its duties include overseeing
operations, establishing and monitoring processes and internal controls.
All members of the Audit Committee are independent, as stipulated by
Article 26 of the Mexican Securities Market Law.
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We also have an Internal Audit area that coordinates the following activities:
• Risk Audits: Review various operating processes to ensure their integrity
and functionality.
• SOX Audits: Review compliance with the Sarbanes Oxley Law whose
purpose is to ensure that public financial information is accurate.
• Special Audits: Support for various areas of the company in conducting
specific review of some ongoing process or activity.
The management of América Móvil, consisting of its Chief Executive Officer
and directors, is involved in making decisions on economic, environmental and
social matters, which are key to ensuring the success of our initiatives and our
performance over the years. Depending on the relevance of those matters,
directors will either take action or report to the Audit and Corporate Practices
Committee and/or the Board of Directors.
The company’s shareholders are constantly and continuously involved in
reviewing the Board’s and the auxiliary committees’ activities and functions.
The bases on which the Board of Directors must render accounts and submit
actions carried out in a fiscal year for review by shareholders are determined by
the current securities market law in force in Mexico. Because América Móvil is a
publicly traded company, the annual activity reports of the Board of Directors and
the Audit and Corporate Practices Committee must be submitted to the National
Banking and Securities Commission and the Mexican Stock Exchange, so that
the information is available to the general public for analysis and consultation at
the internet pages of these authorities.
Shareholders are also responsible for deciding on and approving
compensation* paid to members of the Board of Directors and the Audit and
Corporate Practices Committee for attending regular meetings. The Audit and
Corporate Practices Committee is the internal body responsible for deciding
on and approving extraordinary compensation or bonuses of the directors and
officers of América Móvil.
Composition of the Board of Directors
Age
Men
Women
0%
0%
30 to 50 years old
42.86%
7.14%
More than 50 years old
50.00%
0%
Less than 30 years
* América Móvil paid the members of the Board of Directors and of the Audit and Corporate
Practices Committee a total of Ps.5.5 million for their attendance to the ordinary and
extraordinary meetings held during the fiscal year 2014. This information is available in the
annual reports that América Móvil submits to the U.S. Securities and Exchange Commission
(SEC) and the Mexican Stock Exchange (BMV).
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Board Member
Age
Member since
Carlos Slim Domit (Co-Chairman)
47
2011
Patrick Slim Domit (Co-Chairman)
45
2004
48
2000
Arturo Elías Ayub
48
2011
Oscar Von Hauske Solís
57
2011
Louis C. Camilleri
59
2011
Luis Alejandro Soberón Kuri
54
2000
Carlos Bremer Gutiérrez
54
2004
Juan Antonio Pérez Simón
73
2012
Rafael Moisés Kalach Mizrahi
68
2012
Ernesto Vega Velasco
77
2007
Santiago Cosío Pando
41
2008
Pablo Roberto González Guajardo
47
2007
David Ibarra Muñoz
84
2000
María José Pérez Simón Carrera*
40
2012
* Alternate member
According to our corporate bylaws, the Board of Directors of América Móvil must
celebrate meetings at least every three months*.
For personal information about each of the members of our Board of Directors,
please refer to the annual reports that América Móvil files to the U.S. Securities
and Exchange Commission (SEC), the Mexican Stock Exchange (BMV) and the
National Banking and Securities Commission (CNBV).
Operating risks
G4-2, G4-14, G4-45, G4-46, G4-47
At América Móvil, we have identified the risks relating to our business operation,
stemming from market or regulatory factors or the environment in which we
operate. Some of the identified risks are:
• Competition in the telecommunications industry is intense and may
adversely affect the revenues and return on our operations.
• The new legal framework regulating telecommunication services in
Mexico could adversely affect our operating results.
• Regulatory or government actions or changes could affect our operations.
• The company may be subject to fines it if fails to meet or maintain service
quality goals and standards.
*
For information about the number of meetings celebrated by the Board of Directors in each
fiscal year and the attendance to each, please refer to the Questionnaire on Best Corporate
Practices filed by our company to the Mexican Stock Exchange (BMV) on June 30, 2014,
which is available for consultation at the website of the aforementioned institution.
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• Our licenses and concessions have a fixed term and their conditions may
change when the time comes to renew them.
• The regulations applied to dominant agents may negatively affect the
business by limiting our competitiveness and profitability strategies.
• We must continue to acquire radioelectric spectrum and improve our
existing networks in order to expand our client base and maintain the
quality of our mobile services.
• We are subject to significant lawsuits.
• We continue to seek out acquisition opportunities, which could have
a material effect on our business, our operations results and financial
position.
• System failures could cause delays or interruptions that may affect our
operations.
• Cyber-attacks and other breaches of network security or information
technology security could have adverse effects on our business.
• An increase in the client dropout rate could negatively affect the business.
• We depend on key suppliers and vendors to provide the equipment
needed to operate our services.
• Economic and social conditions in Latin America and the Caribbean may
negatively affect the business.
For more information on this matter, you can consult our Form 20F filing at:
http://www.americamovil.com.mx/amx/cm/filings/Form_2014.pdf
Sustainability strategy
In accordance with our Vision and Mission, we base our strategy on the inclusion
of communities to digital technology and improving customer service. We
invest in further developing our operations in order to broaden our coverage,
expand our networks and bring better services and cutting-edge technology
to more people.
Our Sustainability Model involves applying responsible
practices that are aligned with our operations, so that we
can ensure the company’s sustainable development.
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The five core points of our strategy are:
1. Growth
2. New products and services
3. Customer service
4. Integration
5. Optimization
The Sustainability Model is sustained by four pillars:
1. Stakeholders
2. Values
3. Development
4. Principles
Stakeholders
Sustainability Model
Customers
Regulatory authorities
Employees
Community
Partners/investors
Government
Suppliers
Media
Opinion leaders
Universities and analysts
Distributors
Competitors
Principles
Values
1. Simplicity, flexibility, speed and a
streamlined hierarchy.
Honesty
2. Maintain austerity, even in times of abundance,
to be prepared for times of crisis.
Human development and creativity
Productivity
3. Modernization, growth, training, quality and process
simplification, to increase productivity and competitiveness and
trim costs and expenses in line with global benchmarks.
Respect and optimism
Legality
4. Investment in productive assets.
Austerity
5. There is no challenge we cannot meet by working together toward
clear goals and with a knowledge of our instruments.
Social responsibility
Sustainability Policy
6. Reinvestment of earnings.
8. Firm, patient optimism.
Development
Social
• Programs linked to our industry:
education, digital inclusiveness and
communication in emergency situations
7. Entrepreneurial creativity beyond the
business, working to solve society’s
problems through the Group’s
foundations.
9. Every time is the right time for whoever
works and has the means to do so.
10. We are only temporary
administrators of wealth.
• Community programs: education,
health, social justice, culture, sports
and volunteer work
Economic
Breaching the digital
divide
Environmental
Energy
Water
Resource efficiency
Recycling
Conservation
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At América Móvil, we are aware of our responsibility to the world around us and
we strive to the best of our abilities to preserve the environment through process
optimization and new technologies.
We also have a Sustainable Management Plan whose purpose is to establish
specific, clear criteria that are incorporated directly into the decision-making
process. We can thus guide the sustainable operation of the company and
its activities by analyzing, monitoring and evaluating continuous improvement
actions.
The Plan consists of four areas of action:
1. Sustainable Management
2. Quality and Safety
3. Cultural Heritage
4. Environmental Care
The issues covered by the Sustainable Management area are: legal compliance
in all operations in which América Móvil is present; interpretation of nature and
culture; and the dissemination and communication of our sustainable policies
and actions.
Quality and Safety encompasses issues such as training employees in
environmental, socio-cultural, health and safety practices, and customer
satisfaction, which is the way we measure our progress in this area and take the
necessary corrective actions.
Cultural Heritage is the area responsible for preserving and promoting
conservation through historic buildings and cultural events.
Environmental Care focuses on the purchasing process, giving preference to
environmentally friendly or sustainable products; energy efficiency, where we
identify measures for reducing consumption; and the handling and recycling of
solid waste.
Stakeholders
G4-24, G4-25, G4-26, G4-27
Communication with our stakeholders is a key aspect of our social responsibility
efforts. It helps us to identify opportunities for improvement and gives us feedback
for planning, measuring our impacts and directing them for the greatest effect.
With each group, we establish long-term ties depending on the nature of the
relationship and the issue that unites us. We are committed to hearing their
expectations and balancing them with the interests of the business.
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Stakeholder
Dialogue
Frequency
Expectations
Response
Customer Service Centers
Business Service Centers
Technical Service Centers
Authorized distributors
Points of sale
Self-service modules
Phone assistance
Social networks: Facebook,
Information, attention, and
Twitter, YouTube
Customers
Webpages and blogs
Email
satisfaction with products and
Ongoing
services
Communication and interaction
Service chat
about company activities
Mail
Transparency
Dialogue and interaction
Follow up on the information,
service and satisfaction with our
products and services
Knowledge of company activities
Brochures
Events and sponsorships
Advertising
Text messages
Suggestion box
Satisfaction surveys
Whistleblower’s hotline
Administrative and technical
Permanent dialogue within the
training and personal
Employees
advancement
company
Knowledge of company captivities
Orientation programs
Training
Familiarity with and awareness of
Workplace climate surveys
Ongoing
Performance reviews and growth
Professional development,
compensation, benefits, training and
Compensation system
Internal communications media
balance between personal, work and
family life
Career map
Webpage
Attention and information about the
E-mail
Phone line
Events and presentations
company and its results
Ongoing
Investment
Profitability
Conference calls
Transparency
Operating and financial reports
Long-term relations
Supplier manuals
Suppliers
Code of Ethics
potential
Investors
Talent retention
Code of Ethics
In-person meetings
Development and prompt
Ongoing
communication
Engagement
Transparency
Legality
Investments
Profitability
Transparency
Attention and information
Profitability
Development and engagement
Operations according to the Code
of Ethics
Legal compliance
21
Stakeholder
Dialogue
Frequency
Expectations
Response
Compliance with the law
Alliances
Compliance with regulations of each
Agreements
Authorities
Meetings
Ongoing
Provision of national and
international industry information
Transparency
country where we operate
Close cooperation
Legality
Information
Transparency
Participation in sustainable projects
and initiatives to benefit society and
the industry
Technological access
Bridging the digital divide
Development and competitiveness
Participation in volunteer programs
Improving communities’ natural
Connection with social and
environment
environmental programs
Corporate communications
Transparency
Two-way dialogue
E-mail
Prompt communication
Information requests
Special section of website
Information about products,
Ongoing attention
services, financial position, legality,
Articles, press releases and
Social programs and events
Community
Investment in productive projects
Ongoing
Meetings
Media
Ongoing
Special events
social programs, sustainability and
Phone line
special projects
Fair dealings
Phone line
Specialized magazines
Ongoing
Profitability
Advertising
Prompt communication
Satisfaction surveys
Transparency
Meetings
Competitors
Shared information for industry
initiatives
company
Development
E-mail
Distributors
publications with information on the
Ongoing
Long-term relations
Satisfaction with joint efforts
Legality
Legality
Industry development
Development promotion
Free competition
Participation in industry initiatives
One example of the ways we communicate with stakeholders in the countries
where we operate is Colombia, where we are continually gathering the
perspectives and expectations of stakeholders to determine the critical
sustainability issues of Claro Colombia. The channels for this communication are:
• Internal dialogue
• Dialogue with the government
• Organizational climate survey
• Monitor’s Corporate Reputation Business Survey (MERCO)
• Brand studies
• Supplier surveys
22
As a result of these exercises, we came up with a consolidated list of issues and
topics that are material to our stakeholders, with regard to company operations.
Claro Colombia
Stakeholder
Material issues
Employees
Professional development, remuneration and benefits, training,
balance between personal, work and family life, inter-area
communications.
Customers
Quality of attention, service quality, good ratio between cost and
service, innovation, transparency.
Partners /
investors
Leadership, profitability, growth, sustainability, transparency.
Community
Connectivity, access to new technologies, social support,
competitiveness, environmental care.
Suppliers,
allies and
distributors
Development, timely communication, preparation and training.
Government
Regulatory compliance, transparent and close cooperation in
sharing material information, work desks on issues affecting users
and the industry (Ministry and Congress), efficient self-composition
mechanisms for administrative action (Superintendence of Industry
and Trade), better customer service and reputation.
At Claro Chile, meanwhile, some of the actions we have taken to relate to
stakeholders are work tables of Chile’s Public-Private Council for Digital
Development, led by the Under Secretary of the Economy and involving trade
associations, government agencies, consumer associations, academics and
industry representatives. The work of these tables is useful for shaping public
policy from the perspectives of innovation, economy, human capital connectivity,
company and regional development.
We also worked together with telecom and electricity suppliers and municipalities
in the Santiago metropolitan region to withdraw unused overhead lines. The
project was coordinated by the Santiago city government and involved
municipalities and residents of the neighborhoods where the work was done.
We installed 39 LED-type public light fixtures in the Mar Azul sector of the
Commune of Quintero and Valparaiso Region, at the suggestion of the
neighborhood council, to improve security for local residents.
23
América Móvil and Subsidiaries - Associations and Memberships
G4-16
Country
Argentina
Associations
Cámara de Informática y Comunicaciones de la República Argentina
Cámara Argentina de Internet
Sindicato Nacional das Empresas de Telefonia e de Serviço Móvel Pessoal
Associação Brasileira de Telecomunicações
Associação Brasileira das Prestadoras de Serviços de Telecomunicações Competitivas
Associação Brasileira de Recursos em Telecomunicações
Brazil
Groupe Speciale Mobile Association
Agência Nacional de Telecomunicações
Associação de Empresas de Telecomunicações
Federação Brasileira de Telecomunicações
Associação Brasileira de Televisão por Assinatura
ICARE
Chile
Asociación de Telefonía Móvil
Acción RSE
Cámara de Integración Chileno-Mexicana
Asociación de la Industria Móvil de Colombia
Asociación Nacional de Empresas de Servicios Públicos y Comunicaciones
Colombia
Cámara Colombiana de Informática y Telecomunicaciones
Asociación Nacional de Empresarios de Colombia
Asociación de Operadores de Tecnologías de Información y Comunicaciones de
Colombia
Asociación Empresarial para el Desarrollo
Cámara de las Tecnologías de Información
Cámara de Infocomunicación y Tecnología
Costa Rica
Cámara Americana Costarricense de Comercio
Cámara de Industria y Comercio Costa Rica - México
Alianza Ambiental Santa Ana
Bandera Azul Ecológica en Santa Ana
Asociación de Empresas de Telecomunicaciones
Asociación de Empresas Proveedoras de Servicios de Internet, Valor Agregado,
Portadores y Tecnologías de la Información
Cámara Binacional Ecuador-México
Ecuador
Cámara de Comercio de Guayaquil
Cámara de Comercio de Quito
Cámara de Industrias de Guayaquil
Alianza Antipiratería en DTH
Unión Internacional de Telecomunicaciones
El Salvador
Asociación Nacional de Empresa Privada
Cámara de Comercio e Industria de El Salvador
Cámara Americana de Comercio de El Salvador
Cámara Salvadoreña Mexicana de Comercio
United
States
Republican Attorney Generals Association
Democratic Attorney General´s Association
Republican Governors’ Association
Democratic Governors’ Association
Republican State Leadership Committee
The Wireless Association
Guatemala
Cámara de Comercio de Guatemala
Cámara de Industria de Guatemala
Cámara Empresarial de Comercio y Servicios
Cámara de Comercio e Industria Guatemalteco Mexicana
Asociación Guatemalteca de Exportadores
Fundación de Empresarios Mexicanos
Honduras
Cámara de Comercio e Industrias de Tegucigalpa
24
Country
Associations
Mexico
Asociación Iberoamericana de Centros de Investigación y Empresas de
Telecomunicaciones
Comisión Interamericana de Telecomunicaciones
4G Américas
Asociación Nacional de Telecomunicaciones
Business and Industry Advisory Committee de la OECD
Nicaragua
Asociación de Internet de Nicaragua
American Chamber of Commerce
Cámara de Comercio y Servicios de Nicaragua
Panama
Cámara de Comercio, Industrias y Agricultura
Paraguay
Cámara de Operadores Móviles del Paraguay
Centro de Operadores Móviles del Paraguay
Federación de la Producción, la Industria y el Comercio
Centro de Regulación, Normas y Estudios de la Comunicación
Peru
Asociación para el Fomento de la Infraestructura Nacional
Asociación Iberoamericana de Centros de Investigación y Empresas de
Telecomunicaciones
Cámara de Comercio de Lima
Asociación Nacional de Anunciantes
Puerto Rico
Cámara de Comercio de Puerto Rico
Asociación de Industriales de Puerto Rico
Alianza de Proveedores de Telecomunicaciones
Centro Unido de Detallistas
Alianza Puertorriqueña de Telecomunicaciones
Asociación de Industrias de la República Dominicana
Asociación Nacional de Jóvenes Empresarios
Consejo Nacional de la Empresa Privada
Cámara Americana de Comercio de la República Dominicana - Santo Domingo
Acción Pro Educación y Cultura
Asociación de Comerciantes e Industriales de Santiago
Asociación Dominicana de Constructores y Promotores de la Vivienda
Asociación de Industrias de la Región Norte
Asociación de Hoteles de Santo Domingo
Asociación Nacional de Hoteles y Restaurantes
Asociación Nacional de Jóvenes Empresarios
Dominican
Republic
Cámara Americana de Comercio de la República Dominicana - Santiago
Asociación Dominicana de Exportadores
Asociación Dominicana de Empresas de Inversión Extranjera
Cámara de Comercio y Producción de la Vega Real, Inc.
Cámara de Comercio y Producción de Santo Domingo
Cámara de Comercio y Producción Santiago
Cámara de Comercio Dominico - Mexicana
Confederación Patronal de la República Dominicana
Cámara Dominicana de las Tecnologías de la Información y la Comunicación (TIC)
Fundación Institucionalidad y Justicia
Red Nacional de Apoyo Empresarial a la Protección Ambiental
Asociación Nacional de Usuarios No Regulados
Cámara China de Comercio de la República Dominicana
Asociación Dominicana de Empresas de Telecomunicaciones
Asociación de Empresas Industriales de Herrera
Uruguay
Cámara de Telecomunicaciones del Uruguay
Cámara Uruguaya Mexicana
25
corporate principles, values
and ethics are of top importance, to us and Our
to the stakeholders with whom we interact.
Ethics and Values
G4-56, G4-SO3
We know that because of the sheer scale of our operations, the way we do
business has a significant impact on the countries where we are present. That
is why our corporate principles, values and ethics are so important, to us and to
the stakeholders with whom we interact.
Values and principles
• Honesty: Being consistent in thought and action.
• Human Development and Entrepreneurial Creativity: Creativity as a
means of responding to the problems of the societies in which we operate.
• Productivity: Commitment to modernization, growth, quality, simplification,
and productive process optimization.
• Respect and Optimism: We believe that every human being has an
unlimited potential and an intrinsic desire and capacity to succeed.
• Legality: We abide by the law and the rules that apply to us as a company
and as individuals.
• Austerity: We conduct ourselves with sobriety and modesty.
• Social Responsibility: Our job is to communicate. Through it we
pledge to work for the present and future welfare of the communities
where we operate.
26
We are also governed by ten principles born out of the philosophy of our founder,
Carlos Slim. These principles are the DNA of our operation, and we share them
with all our stakeholders.
Our Principles
1. Simplicity, flexibility, speed and a streamlined hierarchy.
2. Maintain austerity, even in times of abundance, to be prepared for
times of crisis.
3. Modernization, growth, training, quality and process simplification,
to increase productivity and competitiveness and trim costs and expenses in line with global benchmarks.
4. Investment in productive assets.
5. There is no challenge we cannot meet by working together toward
clear goals and with a knowledge of our instruments.
6. Reinvestment of earnings.
7. Entrepreneurial creativity beyond the business, working to solve soci-
ety’s problems through the Group’s foundations.
8. Firm, patient optimism.
9. Every time is the right time for whoever works and has the means to
do so.
10.We are only temporary administrators of wealth.
Our Corporate Governance Policies and Code of Ethics set forth the ethical
guidelines that govern all of our operations, because what we do is as important
as the way we do it.
The Corporate Governance Policies and Code of Ethics are applied throughout
AM, to all its subsidiaries and their respective employees, executives, board
members, independent contractors and others with whom they maintain
business relations within their respective spheres of operation and the laws that
apply to them.
The document also establishes our mode of professional conduct, in our relations
with customers, suppliers and competitors, public servants, the general public,
shareholders and board members, communications media, and coworkers; as
well as conflicts of interest and conduct in the workplace.
This document is available to all our stakeholders at:
http://www.americamovil.com/amx/en/cm/filings/Corporate_Governance_Policies_
and_Code_of_Ethics_English.pdf
27
Application of the Corporate Governance
Policies and Code of Ethics
G4-50, G4-57, G4-58, G4-EC9, G4-EN33, G4-HR-3, G4-HR-12, G4-SO4, G4-SO9, G4-SO10,
G4-SO11
At América Móvil, we have an open-doors policy that guarantees that every
employee is free to approach our senior management with any questions or
comments they might have regarding ethical conduct, without fear of reprisal.
We also have a confidential e-mail address at [email protected]
to confidentially communicate matters relating to a violation of our policies.
How complaints are handled
Complaint received
(by phone, message, e-mail)
Complaint evaluated
Workplace complaints
Complaints channeled for
corporate attention
HR
Complaint
analyzed
Dismissed
Accepted
To be addressed
Accepted
Ethics
Committee
Dismissed
Dismissed
Investigated
Closed
Complaints of improper conduct are investigated by the internal control body
designated by América Móvil in each of its subsidiaries, which may, with the
approval of the Legal Department, report on those allegations or violations to
the Audit and Corporate Practices Committee of AM’s Board of Directors. All
employees are obliged to cooperate in any internal or external investigation and
to keep that investigation confidential.
The most common complaints received in 2014 in the area of fraud had to do
with the theft or improper use of resources, conflicts of interest and bribery;
while complaints relating to the workplace had to do with abuse of authority and
unsafe conditions.
28
Complaints received in 2014
Number of complaints
429
Number of unfounded complaints
297
Number of complaints of discrimination
0
Number of complaints of human rights violations
0
Percentage of complaints resolved in 2014
87%
Percentage of complaints pending resolution at the close of 2014
13%
Each of our subsidiaries closely monitors compliance with the Code of Ethics,
and has fraud prevention and an Internal Audit area. All complaints filed through
AM’s corporate hotline are forwarded to the appropriate channels and treated
confidentially; these lines of communication are open to both employees and
outside parties.
As part of our effort to ensure ethical conduct throughout our operations, our
subsidiaries take additional action to reinforce the issue. Some examples of
this are local media for reporting complaints or charges through webpages,
hotlines, electronic complaint lines or e-mail addresses; training and complaint
channels for our employees through internal communication networks;
supplier reviews; crime prevention models; internal regulations for employees;
monitoring of conflicts of interest; and systems for monitoring daily information
inquiries by clients.
Supply Chain
G4-12
Supplying our services is not something we do on our own. We are part of a vast
value chain in which every link is carefully managed.
To provide the services our clients expect, we need
to acquire infrastructure products and services,
telecommunications equipment and materials, electronics,
materials and service to operate our offices, among others.
For each of these we have processes for training, quality
supervision and compliance with product safety and
quality requirements.
All of our suppliers are also bound by our Code of Ethics, human rights principles,
and social and environmental policies. To guarantee this, before signing a
contract with any supplier we review their legal situation. We try to reduce the
number of suppliers in order to have a clearer view of their operations. When
a supplier departs from any of these policies, a record is generated at the
corporate level prohibiting that company from providing services to any of the
Group’s subsidiaries.
29
Also, in subsidiaries like Claro Chile, we have a certification mechanism called
Certilap for suppliers of outsourcing services, to make sure they are appropriate
candidates according to their background.
AM and its subsidiaries also have a policy of requesting that suppliers provide
reports of employee training in environmental issues and human resource
development, and proof that the supplier is in compliance with environmental
standards and regulations, a factor that is heavily weighted in the decision on
whether or not to acquire the products or services they offer We also promote
the consumption of local products and services, because they are generally
cheaper, more efficient, and help develop the local economy. Under equal
conditions, a domestic supplier will always be given preference over a foreign
supplier. At Telmex, 83% of purchases are from domestic suppliers and only
17% are acquired from international suppliers.
We provided
10,905
work hours
of training on
human rights
issues
Human Rights
G4-11, G4-HR-2, G4-HR-4, G4-HR-5, G4-HR-6
In accordance with our principles, values and policies, we respect the human
rights of every individual who works with us, as well as those to whom we relate
through our operations.
The orientation course we give our employees addresses human rights and
ethics issues. In addition to this course, in 2014 we provided 10,905 work hours
of training on human rights issues in our subsidiaries in Ecuador, Guatemala,
Nicaragua and the Dominican Republic. In Mexico some 2,058 Telcel employees
received this training.
Our employees are at complete liberty to join a union, and we guarantee
human rights by ensuring that 100% of our operations are free of child labor or
compulsory work.
As an example, Telcel’s Internal Work Regulations contain the rights and
obligations of all employees in the course of their duties, and applies to everyone
who provides services to the company under a work contract. These regulations
cover work-related aspects such as work days, workplace, breaks, vacations,
sick days and paid leave, safety and hygiene, among others.
In Mexico, both Telmex and Telcel have received the Socially
Responsible Company distinction from the Mexican Center
for Philanthropy (Cemefi), which accredits to stakeholders
that a company is an organization committed voluntarily and
publicly to socially responsible management.
Since 2014, Telmex has been a signatory of the United Nations Global Compact,
through which we are committed to respect and apply the ten principles that
this organization promotes regarding human rights, labor rights, the environment
and anti-corruption.
30
The ten principles of the United Nations Global Compact are:
1. Businesses should support and respect the protection of internation-
ally proclaimed human rights.
2. Businesses should make sure that they are not complicit in human
rights abuses.
3. Businesses should uphold the freedom of association and the effec-
tive recognition of the right to collective bargaining.
4. Business should support the elimination of all forms of forced and
compulsory labor.
5. Business should support the effective abolition of child labor.
6. Business should support the elimination of discrimination in respect of
employment and occupation.
7. Businesses should support a precautionary approach to environmen-
tal challenges.
8. Businesses should undertake initiatives to promote greater environ-
mental responsibility.
9. Businesses should encourage the development and dissemination of
environmentally friendly technologies.
10.Businesses should work against corruption in all its forms, including
extortion and bribery.
For more details on this principles see http://www.pactomundial.org.mx.
31
Economic Performance
G4-9
We closed 2014 with 368 million access lines, 8.4% more
than the previous year, reflecting the consolidation of
Telekom Austria. The growth of our total access base
was 1.2% compared to 2013.
Our operations at the end of 2014 reported the following:
289.4
million
wireless
customers
22.6
million
broadband
accesses
21.5
million
Pay TV units
34.3
million
fixed-lines
Our company’s growth and profitability are determining factors in the success
of our businesses. We are adopting new technologies and are pioneers in Latin
America in the ambitious deployment of our 4G LTE network. We have also
taken part in spectrum auctions in various countries to roll out this network and
expand our 3G network.
We ended 2014 with 368 million access lines, 8.4% more than a year before, re
flecting the consolidation of Telekom Austria in July. The organic growth rate of
our total access base was 1.2% relative to 2013. Altogether we had 289.4 million
wireless subscribers, 34.3 million fixed-lines , 22.6 million broadband accesses
and 21.5 million Pay TV units.
32
growth and profitability
Our company’s
are determinant factors in our businesses’ success
The institutional goals we will be pursuing in 2015 are:
• Offering our customers the broadest array of cutting-edge telecommunications services in every country where we operate.
• Investing constantly to meet the growing demand for telecommunications
services among our customers by expanding coverage of all platforms.
• Optimizing the company’s resources to ensure increasing efficiency and
sustainability in our operations.
• Ensuring that our customers always have the technology, the best service,
quality and support they need to solve their telecommunications needs.
Total subscribers
Service revenues 2014
(millions)
9%
400
350
13%
35%
300
250
58
64
69
78
262
270
289
200
150
16%
100
242
50
27%
0
2011
2012
2013
Mobile voice
Mobile data
Cellular
Fixed voice
Fixed data
Fixed-lines and others
Pay TV
2014*
* Includes Telekom Austria consolidation.
33
Customers
G4-PR5, G4-PR8
Clients are the heart of our business. We work for them and we are constantly
striving to offer them better communication and entertainment options. We
pursue ongoing improvement and innovation to update our technology and
improve the access and quality of our services.
Customer satisfaction
To ensure that our customers are served properly, at
América Móvil we have specialized areas for finding out
about each of their demands, needs and lifestyles. To
do this, we are continuously conducting opinion and
satisfaction studies through field surveys, phone research,
email, social networks, online chats and specific
satisfaction studies.
We also monitor our customers’ satisfaction through the Network Promoter
Score (NDS) index, a digital tool that enables us to measure our customers’
perceptions of brands, products and services. This index has supplied us
with key information for making decisions about fundamental aspects of this
company, like managing our reputation, lines of advertising communication and
designing market strategies. This indicator directly reflects how customers feel
about the company, because it measures the level of the recommendation they
make based on the experiences they have had in contact with the organization.
In 2014, we also introduced a number of improvements to strengthen
communication via online channels and social networks, while raising awareness
about this issue within the company.
As a sign of our commitment to our customers, in 2014 one of the company’s
institutional goals, the Customer Service area, succeeded in improving its
satisfaction indicators, which inspires us to continue working along these lines
in coming years and continuing to offer the best service with the highest quality
standards to our users.
Agreement to deter cell phone theft
In 2012, we signed a Memorandum of Understanding about exchanging data on
stolen mobile devices with the GSMA Latin America Association, joining efforts
with other companies and governments to reduce this type of crime.
This is done by investing in state-of-the-art technology that enables us to share
information through the global IMEI (International Mobile Equipment Identity)
database. This avoids stolen cell phones from being activated and used in
other markets, thus deterring the illegal traffic of handsets between countries
in the region.
34
GSMA also has a program called “We Care” that includes various modules:
blacklists, the EMEI Device Check, child protection, reducing spam and SMS,
and customer privacy.
As in Mexico, our affiliates in Argentina, Brazil, Costa Rica, El Salvador,
Guatemala, Honduras, Nicaragua and Panama have all signed the cooperation
agreement with this Association. The Dominican Republic and Ecuador are in
the process of signing.
Mexican Cyber-Security Center
As an expression of its commitment to being a strategic ally
to its customers, Telmex provides them with world-class
infrastructure, technology and services for preventing and
dealing with cyber attacks. In September 2014, it opened
the first Cyber-Security Center in Mexico and Latin America.
Its portfolio consists of various groups of services, such as Diagnosis and
Protection against Advanced Threats, Advanced Forensic Services, IntelligenceBased Cyber-Risk Management And Cyber-Intelligence.
The center monitors the technological components that are activated in
Telmex’s client networks 24 hours a day, seven days a week. It also carries
out investigation and analysis of the information for sending early alerts and
preventing possible cyber-threats.
Information privacy
Convinced of the importance of assuring our customers that their data are
protected and secure with us, we comply with the laws of each of the countries
where we provide services, and the commercial information is duly documented
and accessible to customers through service contracts and/or public media
such as the websites of our various subsidiaries.
We have a Quality Management System at the institutional level, and maintain
ISO 9001:2008 certification, focused on service management and information
security. We foster a quality of culture across the organization, focused
on processes and continuous improvement, supporting the pursuit of the
institution’s goals.
Because of the scale of our operations and quantity of data we handle, we
protect our users’ information in absolute compliance with the law. In 2014, while
we received some complaints related to data privacy in our operations, these
have been handled and resolved in a satisfactory manner.
The Board of Directors analizes risk related issues of the company. In general, at
América Móvil we pay special attention to data handling. As an example of the
actions our subsidiaries have taken to address this issue, there are specialized
systems to avoid information leaks, monitoring and detection tools for handling
35
information within our internal network, and regular audits to review the security
of the information. We have also trained our personnel to increase awareness
about the importance of this topic.
Responsible communication and marketing
Our prestige and image depend on actions we take on a day to day basis to put
our values and principles into action and achieve the company’s mission and
vision. For this reason, our marketing, product publicity and service strategies,
as well as all communications with our stakeholders, are conducted in strict
compliance with our Corporate Governance Policies and Code of Ethics, a
document that reaffirms our philosophy and values and the founding principles
that have sustained our growth, consolidation and progress over the years.
We adhere to these policies in all our marketing and communication activities,
and also abide by the laws applicable to every country where we operate.
We owe our success to our customers and we have earned their preference
based on our respectful, attentive and friendly treatment of them. This means:
• Offering them services and products that satisfy and even exceed their
expectations efficiently and promptly.
• Providing them thorough, precise, clear and reliable information regarding
the products and services we offer and which each of them have acquired.
• Answering their questions, concerns and problems in general,
administrative and technical areas.
• Complying with the agreed-upon service conditions.
We maintain permanent, responsible communication with our customers, whose
rights are backed up by consumer protection laws that strive for equitability and
legal security in relations between the company and their customers.
In 2014, our communications focused on the advantages
of having the most recent telecommunication technologies,
company sponsorships, programs and the results of
our social responsibility actions, a supply of the latest
communication devices, greater coverage and speed,
the distribution of an ample and varied array of television
programming, and the convenience of having packaged
services including mobile and landline services, television
and Internet, while continuing to protect the image of the
brands with which we work.
36
We keep a close eye on new trends, tastes, lifestyles and preferences in the
markets where we operate, so the products and services we offer are promoted
through information and advertising that provides consumers the necessary
tools to make decisions about what best suits their needs. We also believe in
the importance of respect for cultural diversity in all the countries where we work
and carry out commercial communications.
We are always working to strengthen ties with our customers through a
closer relationship with them, offering them a variety of products and services
with more and better options; standardizing our commercial practices in the
various subsidiaries in which we participate; and offering converging services,
guaranteeing the quality offered in optimizing our relationship with them by
providing an excellent service and added value.
Protecting human health
Radio waves have been used in communications for almost 100 years and
are necessary for mobile communication devices to work. The World Health
Organization (WHO) and other experts have concluded that scientific evidence
has shown no adverse impact on human health associated with cell phones and
base stations.
At América Móvil, we comply with all international standards regarding
electromagnetic emissions and make sure that all our suppliers comply with
safety standards established by national and international organizations in
this regard.
37
Social performance
We are a company that provides services, interacting with our customers is
part of our day-to-day business. Out Customer Service Centers and other
points of contact attend to thousands of people every day.
68%
of our subsidiaries*
directors are
originally from the
country where they
work
Our
191,156
employees
provide their time,
efforts and professional
capacity to
our customers
Carlos Slim
Foundation forms
alliances with more than
500
institutions
Employees
G4-10, G4-15, G4-EC6, G4-LA1, G4-LA2, G4-LA12, G4-EC3
We believe in developing local talent, and although our operations are large
enough to involve a certain amount of international mobility, 68% of our
subsidiaries’* directors are originally from the country where they work, and this
strengthens the development of local communities.
The countries included as reference for this percentage are: Argentina, Brazil, Nicaragua,
Chile, Colombia, Ecuador, Panama, Peru and Dominican Republic.
*
38
América Móvil number of employees
2011
2012
160,647
2013
169,143
2014*
173,174
191,156
* Total number of employees as of the close of 2014, including the operations of Telekom
Austria since July 2014, which has 16,242 employees; note that for other indicators the 2014
Sustainability Report does not include operations that were acquired less than a year ago.
Number of employees by geographic region
Mexico
83,484
South America
71,596
Central America
9,319
Caribbean
9,666
849
United States
Employees with permanent or temporary full- or part-time contracts
Country
Men
Total number
of employees
Women
2,002
1,613
3,615
26,200
20,521
46,721
Chile
2,127
1,571
3,698
Colombia
5,665
4,404
10,069
345
180
525
Ecuador
1,638
1,244
2,882
El Salvador
1,492
692
2,184
Argentina
Brazil
Costa Rica
608
447
1,055
2,696
862
3,558
590
293
883
46,238
26,899
73,137
1,132
814
1,946
Panama
213
248
461
Paraguay
181
149
330
United States
Guatemala
Honduras
Mexico
Nicaragua
Peru
2,209
1,723
3,932
Puerto Rico
2,314
1,308
3,622
Dominican Republic
3,724
2,322
6,046
134
132
266
99,508
65,422
164,930
Employees with
temporary contract
4,280
1,792
6,072
Total América Móvil
employees
103,788
67,214
171,002
Uruguay
Total employees with
permanent contract
* Not including employees in Europe.
39
Number of new hires and departures in 2014, broken down by gender and age
Age
Less than 30 years
30-50 years
More than 50 years
Incoming
Men
Outgoing*
Women
Men
Women
10,168
11,430
7,156
9,996
5,410
4,202
5,245
5,152
172
105
461
218
* Outgoing: includes employees who left the organization voluntarily as well as firings,
retirement and deaths.
Note: These figures do not include information on Telmex or Puerto Rico.
All of our subsidiaries pay fair wages to their employees in accordance with their
performance and level of responsibility within their field of work.
We offer all the benefits mandated by law in every country where we operate, and
others that exceed the regulatory minimum as additional support for employees’
base salary. Some examples of these additional benefits are: life insurance,
private medical insurance, insurance for full or partial disability, dental insurance,
paternity leave, transportation with connection to workplace, funeral expense
support and family bereavement leave, support for school supplies, purchase of
equipment at preferential prices, year-end bonuses, and others.
G4-LA9, G4-LA10, G4-LA11
We have a comprehensive training and development program made up of a
number of components aimed at giving our people the skills and know-how
they need to do their jobs and to develop themselves personally while helping
the company meet its goals. We have internal resources set aside for these
programs as well as the support of various external firms and suppliers with the
necessary experience and certifications.
Our employee training covers various issues applicable
at all levels of the organization, both technical training
and skills development.
For example, we have courses and workshops on sales, leadership, selfawareness, marketing, use of office tools, negotiation, financial vision, coaching,
technology training, project management, statistical analysis, effective
presentations and many others.
40
Administrative
Technical
Technicaladministrative
Development
Human (personal
advancement)
Quality
TELCEL TRAINING
PROGRAM
Register plans and
programs with ministry
of labor
Define training
programs
Detect training needs
Feedback to suppliers
and internal instructors
Evaluate training
Design courses and
training workshops
Administration of
institutional training
budget
Schedule and conduct
training sessions
Telcel Training Programs 2014
Courses
2,277
Employees trained
29,275
Work-hours
of training
Average training
hours per employee*
471,717
6.5
* Average calculated on the basis of total permanent Mexico employees: 73,137
In 2014, Telcel stepped up training programs aimed at reinforcing the internal
and external client focus and technical aspects of the network relating to the
expansion of new technologies.
Also in Telcel we continued our training program to strengthen service
competencies through workshops involving 9,316 employees over the
course of the year.
41
Employee training by gender*
Men
Number ofemployees
Women
Percentage
48,125
Number of
employees
29.18%
Total employees
trained in 2014
Percentage
36,703
22.25%
84,828, or 51.43% of the total América Móvil workforce
* Not including operations in the United States, Mexico Paraguay, Puerto Rico and Uruguay.
Training hours provided by job category
Level
Hours of training
4,088
Senior executives
Managerial
201,910
Employees
1,860,760
Total
2,066,758
Internal and external training for employees
Percentage of hours given
in internal courses
Percentage of hours given
in funded external courses
87
13
* Not including operations in Mexico Paraguay, Puerto Rico and Uruguay.
Evaluation and development of potential
The Evaluation and Development of Potential system for Telcel employees
combines the results of various psycho-metric tests that measure aspects such
as conceptual problem-solving, personality factors, values reflected in styles of
interaction, leadership, motivation and attitudes, as well as the dominant sales
orientation.
This system is used to evaluate people in order to determine specific actions
for their development and obtaining information that is useful in deciding on
promotions and candidates for replacement.
We work to develop our people’s skills, knowledge
and attitudes in keeping with their professional trajectory
and personal motivations, as well as the goals
and mission of our company.
42
Process for Evaluation and Development of Potential
Review
Workshop
Executivemanagerial
Interviews with
senior executives
and managers
Group meeting to
review strengths
and areas of
opportunity
1. What do you think about the results?
2. What are you going to do?
3. How can I help?
Follow-up on
group actions
Competency
questionnaire
Questions, comments,
suggestions of the
graphic, personnel
Presentation of
executive-managerial
competency
results
Presentation of
results of people
reporting to them
• Define individual
actions and commitments
Development
workshops
given by the
company
• Programmed follow-up
Group meeting
Individual-group
follow-up
Interviews with
employees
reporting to
them
Delivery of
strengths/opportunities
and steps for follow-up
Number and percentage of employees receiving performance reviews in 2014, by country
Country
Number of employees reviewed
Men
Percentage by gender
Women
Men
Women
Argentina
2,755
1,933
59
41
Brazil
9,509
7,333
56
44
Chile
1,800
1,153
61
39
Colombia
5,050
3,736
57
43
297
154
66
34
Ecuador
1,609
1,267
58
42
El Salvador
1,446
635
69
31
Guatemala
2,594
843
75
25
557
293
66
34
11,992
10,507
53
47
788
635
55
45
Peru
2,208
1,723
56
44
Dominican Republic
4,423
5,786
46
54
45,028
35,998
56
44
Costa Rica
Honduras
Mexico
Nicaragua
Total
*Not including operations in the United States, Telmex Mexico, Puerto Rico, Panama, Paraguay and Uruguay.
43
Performance feedback
For the second year in a row, we conducted a performance feedback process,
incorporating union personnel for the first time as well as the results of the
promotion process. We evaluated Telcel employees in 2014 and replicated the
process in most of América Móvil’s companies in Central and South America.
The purpose of this feedback is to help our employees grow by defining specific
competencies they should develop in order to better meet their personal, area,
and institutional goals.
This system helps evaluate and provide feedback on employees’ job performance
and skills in a uniform, systematic, objective and impartial manner, in order to
help them develop in their jobs, based on their performance and knowledge.
In 2014,
2,968
reviews
were conducted using
information from the
performance
feedback
Promotion system process
Admission of
participating
personnel
Preparation and
update of reviews
Reviews generated
Presentation of
review results
Review rating
Application
of reviews
In 2014, 2,968 reviews were conducted using information from the performance
feedback as a new instrument, replacing the previous performance review.
This resulted in an improvement in personnel satisfaction by facilitating their
professional development, economic growth and stability, based on a set of
standard, specific parameters.
Workplace climate surveys
These surveys collected information on our employees’ opinion of their
workplace environment, which encompasses their relationship with co-workers
and superiors, whether they are given the tools they need to do their jobs, and
whether they have the appropriate furniture and equipment. With this, we can
identify areas of opportunity for improvement. In 2014 this survey was applied to
all personnel working in Telcel.
We presented career recognition awards to 1,768 employees who had 10, 15
and 20 years of service with Telcel in various areas and locations, strengthening
their sense of belonging and commitment to their workplace.
44
Social well-being program
This program promotes holistic development of our employees—health, culture
and recreation—through conferences and workshops on topics of general
interest that develop their skills and improve their attitudes, as well as sporting
and cultural events.
An important part of our Social well-being program is ASUME, an initiative that has
been in place for more than 14 years and which gives our employees experience
in various activities, with weekly sessions on areas of human development. The
program is voluntary, and participating employees donate their time and knowhow to help their co-workers.
In 2014, the ASUME program was introduced to Telcel Customer Service
Centers and offices in Mexico, with the following results:
• 65 groups
• 1,524 sessions
• 18,646 employees participated
Occupational health and safety
G4-LA5, G4-LA6
At América Móvil we place a priority on maintaining a safe and healthy workplace
for all our employees. We are constantly providing health and safety training to
our employees and bolstering measures that guarantee compliance with the
applicable regulations everywhere we work.
As an example of these measures and initiatives, in Mexico, all our work centers,
including corporate offices and Customer Service Centers, have a Mixed Health
and Safety Committee and an Internal Civil Protection Committee in place to
detect safety conditions on the company’s premises and thus minimize and
avoid risk. The Committees are also in charge of distributing information on
employee safety through brochures, manuals and procedures.
At Telcel, 18% of our employees (a total of 4,535) are part
of the Mixed Health and Safety Commission (2,008) and
Internal Civil Protection Committee (2,527).
Accidents and lost days at Telcel
Number of employees
Total hours worked
Number of accidents
Days lost because of accidents
Days lost because of work-related injuries
25,279
50,558,000
239
5,220
90,477
45
We also hold an annual Health Week in Mexico, where together with the
Mexican Social Security Institute (IMSS), we offer employees and their families
vaccinations, cholesterol testing, and glucose and triglyceride exams.
Also, in conjunction with the Carlos Slim Foundation, Telcel
conducts a biyearly nationwide Health Campaign to promote
healthy lifestyles among its employees.
Every Telcel corporate building has a multi-purpose brigade made up of
employees who have received training in how to deal with fires, evacuation,
rescue and communication in the event of an emergency.
All our premises have safety systems in place to mitigate the possible impact
or vulnerability of facilities and protect personal safety. Every Customer Service
Center has break-in alarms, television systems, equipment protection systems,
bar-code equipment protection, panic buttons, anti-break film and safe boxes.
Our corporate offices have metal detectors, entrance registry, seismic alarms,
electronic vehicle access control, peripheral lighting, safety latches and locks,
and a series of security standards and procedures. They also have fire prevention
systems including smoke detectors, sprinklers, extinguishers and other devices.
Community
G4-SO1
CARLOS SLIM
FOUNDATION
Education
SOCIAL
RESPONSIBILITY
PROGRAMS
Environment
Health
Social justice
Culture
Human development
Disaster aid
Economic development
INITIATIVES BY
OUR SUBSIDIARIES
Social development
Support for
organizations
Support for culture
and sports
Community and
development
programs and
initiatives in the
countries where we
have operations in
the Americas.
Fundación Carlos Slim
The Carlos Slim Foundation works on the same entrepreneurial principles as
Grupo Carso to diagnose and identify viable, sustainable solutions, and then to
fund their development. Work is divided in 11 areas, with a particular focus on
education and health; investment in human capital guarantees well-prepared
people who can take advantage of opportunities and join in productive activities
to achieve sustainable development.
46
We know that more results can be achieved through teamwork, so we formed
alliances with more than 500 institutions, among them UNESCO, UNICEF, the
Bill and Melinda Gates Foundation, the Clinton Foundation, the World Wildlife
Fund (WWF), the MIT-Harvard Broad Institute, the Interamerican Development
Bank (IDB), the UNAM Foundation, and others. With them, we invest jointly and
share knowledge that has benefited more than 30 million people to date.
We have worked constantly on a substantial number of
projects to benefit society, which are continued year after
year, because we believe this is what really
creates long-term value.
In Telmex
Technological Institute
(INTTELEMX) more than
100,000
employees
receive training
every year
Some of the programs carried out in these areas in 2014 were:
Education
Digital Culture and Education Program
The Carlos Slim Foundation - Telmex Digital Culture and Education program
has pioneered and led the field of digital inclusion in Mexico, offering free
digital education for more than two decades. With initiatives like the Telmex
Technological Institute (INTTELEMX), more than 100,000 employees receive
training in technology and communication every year. Its work has benefited
more than 3.5 million Mexicans from all walks of life and age groups. Its guiding
principles are:
• Finding needs for information and education in Mexico.
• Developing content and solutions focused on those needs.
• Intensive use of information and communication technologies as a tool for
personal and professional development.
• Evaluating the impact of learning by participants in this project.
The Institute provides training to specialists, professionals and executives in
the field of communications and information technology through courses,
certifications and higher education. It has awarded 9,123 professional certifications.
Early Education Program
From a human rights perspective, we seek to strengthen the skills of adults
responsible for educating children in order to improve their physical, cognitive and
social capacities, In 2014, 4,578 adults received training through this program.
47
Digital Village broke its own previous record,
with
258,896 participants.
Digital libraries
Digital libraries are free spaces for comprehensive educational development,
located in low-income urban neighborhoods and aimed at digital inclusion and
training in sciences, technology, universal values and aesthetic appreciation.
They provide education and development opportunities for children, young
people and adults, with specialized education and connectivity software.
Digital classrooms are part of this project. Located in places with a vocation
for education, they promote learning and comprehensive development of the
school community: students, teachers, administrators and parents.
With
“Educational Mentoring”
50,678
teachers
were trained
in 2014
Educational Mentoring
Now in its eighth year, this initiative provides education and consultancy to students
in Mexico through workshops. In 2014, it provided training for 50,678 teachers.
Académica
Académica is a digital knowledge community that promotes the creation and
exchange of knowledge between students and professors of more than 600
higher educational institutions.
Telmex Hub
Telmex Hub is a space where digital and human networks come face to face
to generate knowledge and share it in physical and virtual communities.
Telmex Hub supplies 10Gb of connectivity and tools, training and spaces for
entrepreneurs. In four years, it has benefited 156,400 users with 1,813 free
courses and certifications in the areas of Startups, Digital Design, Innovation
and Marketing Software Development.
TELMEX Technological Innovation Centers
These centers provide spaces for young entrepreneurs to create innovative
projects in a climate of high performance and cooperation. They are equipped
with the highest technology, supervision and provide on-site advice.
Digital Village
This program promotes digital inclusion for people of all segments of Mexican
society, by developing digital skills and knowledge, and the use of technological
48
information. More than 4,000 training and digital inclusion workshops have
been held, and in March 2013 the largest digital inclusion event in the world
was organized in downtown Mexico City, an event that earned a place in the
Guinness Book of World Records. That record was broken in 2014 with 258,896
participants. The initiative is a commitment to the United Nations Millennium
Development Goals and the International Telecommunications Union (ITU).
Online job training (Employment training)
This initiative provides online training to help people find better jobs and guide
those who want to start a new business. In 2014 it supplied training for 32 jobs,
mainly in Mexico, the United States, Colombia and Spain.
New educational platforms (Academia Khan)
Academia Khan is a non-profit organization that gives courses through a free
online platform to students, teachers, parents and professionals anywhere in
the world. It is involved in various economic activities, with an emphasis on
mathematics and science, focused on generating job opportunities. The Carlos
Slim Foundation joins the Academia Kahn in offering courses in Spanish, from
primary to professional school, and as of today it has benefited 2.6 million users
of this platform in Spanish, mainly in Mexico, the United States, Colombia and
Spain.
Coursera
The Carlos Slim Foundation created a strategic alliance with Coursera to support
academic learning, promote jobs and support Latin American universities. It
focuses primarily on the areas of information technology, public health and basic
skills for starting a business.
Alliance for the Next Decade
Through an alliance between Telmex and the Massachusetts Institute of
Technology (MIT), we make more than 2,000 MIT academic articles and research
available to Spanish-speaking students and professors.
Telcel Solutions Forum Tour
The Telcel Solutions Forum Tour, held in October 2014,
promotes the application of applied technology to
companies through presentations by world leaders.
The Telcel Solutions Forum Tour traveled to Mexico City, Monterrey and
Guadalajara. Jeffrey B. Straubel, Chief Technology Officer at Tesla Motors, and
Andre McAffee, Associate Director of the Center for Digital Business at the MIT
Sloan School of Management, shared their experiences and spoke about their
vision of innovation and technology. Erik Qualman, author of Socialnomics, and
Don Tapscott, leader in innovation and communications media, also shared their
experiences during the event.
49
Health
Genómica
This is a program seeking to determine the genetic bases among people of Latin
American origin of high-impact illnesses like type 2 diabetes, kidney disease and
various types of cancer, primarily in Mexico and the United States.
Mesoamerican Health 2015
A public-private alliance that works to reduce the health divide in the Mesoamerican
region. The project covers seven countries (Guatemala, Nicaragua, Costa Rica,
Panama, El Salvador, Belice and Honduras) and southern Mexico (Chiapas)
through maternal and infant health actions, nutrition, vaccination and other
efforts.
Amanece
Amanece is a strategy for creating maternal health care networks in order to help
reduce maternal and infant mortality in Mexico. In an alliance with the federal
and state governments, the Salud Materna 100 (SM100) program was created
to introduce the Amanece model into municipalities where maternal mortality
was highest in Mexico.
Casalud
As part of the federal government’s National Strategy Against Diabetes and
Obesity, since 2013 Casalud has introduced a strategy against chronic illness
offering high-quality heath facilities and networks of excellence for dealing with
diabetes.
Transplants
This initiative works to introduce a comprehensive renal health model based on
the following elements: prevention and promoting donation, support for research,
and financial support for obtaining donated kidneys and transplant surgery.
Other programs of the Carlos Slim Foundation in the area of health include
eradicating polio in the world and the Program to Eliminate River Blindness in
Latin America.
Social Justice
Social bail bonds
This program supports people who have committed minor offenses in obtaining
their freedom so they can rejoin society with new life tools, through human
development and professional psychological counseling that benefits both them
and their families.
50
Disaster aid
This initiative provides aid through portable water purification and electricity
plants that are transported by land, water and air, depending on the region and
type of emergency.
In September 2014, the Carlos Slim Foundation supported
families affected by hurricane Odile in the state of Baja
California Sur in various ways.
Our Telcel users in the region received more than 60 million pesos in free calls
to more than 725,000 users, a balance of 75 pesos and 100 minutes in their
billing cycles. Twelve free public WiFi hotspots were set up in La Paz and Los
Cabos, and 900 public telephones were opened to free local and domestic long
distance calls.
People affected by hurricane Odile received eight metric tons of humanitarian
assistance that directly benefited 31,000 people. Seven water purification plants
were placed at the disposal of the hardest-hit communities and neighborhoods,
with the capacity to generate 8,000 liters per hour. Some 4,500 packages
of basic goods, 2,100 mattresses, 2,100 blankets, and 960 kilos of nutritious
snacks were distributed, along with 16,000 gallons of water.
Social Responsibility Programs
Environment
The World Wildlife Fund (WWF) - Carlos Slim Foundation Alliance and World
Wildlife Fund (WWF) - Telcel Alliance
Eight metric tons of
humanitarian assistance
were ditstributed, that
directly benefited
31,000
people
Since 2003, the World Wildlife Fund (WWF Mexico/Mesoamerican Reef)
and Telcel, together with a group of leading conservationists sand scientists,
established the WWF-Telcel Alliance as an unprecedented initiative to preserve
natural heritage and work for Mexico’s sustainable development.
In 2009 the Carlos Slim Foundation joined in the initiative. Following a series
of regional consultations with local organizations and government agencies,
the Alliance was formalized together with the Ministry of the Environment and
Natural Resources in 2010.
The alliance is focused on six priority areas of the country selected, among
others, on the basis of analysis of areas where conservation efforts are absent
or needed in Mexico, which are:
• Gulf of California Region
• Chihuahua Desert Region
• Monarch Butterfly Region
• Mesoamerican Reef Region
• Oaxaca Region
• Chiapas Region
51
At present, the Alliance combines the efforts and resources
of the Carlos Slim Foundation, the WWF, local Mexican
organizations and various Mexican and international donors
and foundations in pursuit of strategic results that reverse
the trends toward destruction of natural resources in
18 priority areas of six regions of Mexico.
It also works hand-in-hand with federal and state government agencies to invest
in meeting national and regional goals.
The eight strategic lines by which the Alliance defines its actions, investments
and goals are:
Conservation of
biodiversity
Financial
innovation
Local
investment
Education
and social
marketing
PRIORITY
AREA
Strengthening
civil society
Water
management
Climate
change
Public policy
harmonization
Some of the conservation projects under way in these six priority areas of the
country are:
• Environmental restoration of the Banco Chinchorro biosphere reserve.
• Recovery of the Mexican wolf and its habitat.
• Development of strategies to preserve the jaguar.
• Conservation of priority marine species in the Gulf of California, focused
on 16 threatened or endangered species in three overall groups: whales,
turtles and sharks.
• Conservation of biodiversity in Mexico and the monarch butterfly habitat,
in two sub-projects: conservation of the forests of the monarch butterfly
preserve, and conservation of water in the monarch region.
• Conservation and sustainable use of natural resources in the Los
Chimalapas region of Chiapas.
• Projects that are part of the National Strategy on Climate Change.
52
The following are some of the social benefits of this alliance:
• 338 permanent jobs and 268 temporary jobs.
• 2 rural production partnerships created
• 3 business plans generated
• 2,545 people benefited in communities and farming cooperatives through
participation in conservation projects
• Participation of 32 NGOs and academic associations related with
conservation projects in six regions of the Alliance
We held the
Second
International Symposium
on Research and
Conservation of the
Monarch Butterfly
• 809 fishermen trained, 35 fishing cooperatives and 97 fishing cooperative
directors trained
• Regularization of 13 fishing cooperatives and 98 fishermen
• Nine facilities built and operating (centers, cabanas, museums)
In 2014 we worked hard on projects of this Alliance, with the following
tangible results:
Monarch Butterfly
• We held the Second International Symposium on Research and
Conservation of the Monarch Butterfly in order to update the North
American Plan for Conservation of the Monarch Butterfly in its Mexico
chapter.
• We reactivated the Mexico-Michoacán Commission for conservation of
the Monarch Butterfly.
• We concluded the plant production cycle for 2013-2014 reforestation
efforts, meeting the goal of planting 1.69 million species of native trees
in the reserve.
• In coordination with farming properties in the reserve, we reforested 914
hectares of damaged forest, where we planted 1.09 million trees, and
the National Forest Commission (CONAFOR) distributed 600,000 plants
for our forest nursery to replant 500 hectares along the banks of the
Cutzamala river.
Conservation of the Jaguar
We have a national strategy for conserving this great cat, which includes areas to
work on in the next five years: priority areas for jaguar conservation, handling and
reintroducing jaguars, highway infrastructure and jaguar mortality, and mitigation
of factors that contribute to livestock depredation by the jaguar.
Gulf of California
• Protection of 15 priority species, including turtles, sharks, whales and
others.
• The number of registered grey whales visiting the San Ignacio Lagoon
increased 46% between 2013 and 2014.
53
• The first Mexican shark-marking research group was created, involving
20 researchers from five national institutions.
• The population of the white shark at Isla Guadalupe was estimated
(120-130 individuals) and its movement patterns charted.
• 512 whale sharks (460 juveniles and 52 pregnant adult females) were
identified through photo-identification and establishment of a period of
greater concentration in Bahía de La Paz.
• Thanks to scientific information from the WWF-Telcel Alliance and the
resulting improvement in sightings of the whale shark, there was a 26%
reduction in the collision of boats with sharks in Bahía de La Paz, a 61%
reduction from 2009 (33/54 sharks injured) and a 35% reduction from
2012 (23/66 sharks injured).
• Training of 500 fishermen and specialized scientists regarding conservation
and management of the whale shark and white shark.
• Creation of the Mexican Marine Mastozoology School, the first organization
of its type in Latin America, with the Alliance’s support of the Mexican
Marine Mastozoology Society.
Cell Phone Recycling - Green Program of the National Telecommunications
Association (Anatel)
Cell phone recycling* is a very important activity, because the reuse or proper
recycling of their components reduces the impact they have on the environment,
which would otherwise be substantial. We are committed to promoting correct
disposal of cell phones at the end of their useful life, and we place containers
for these purposes in our corporate offices and Customer Service Centers. The
used phones are then channeled to specialized companies. Recycling a cell
phone avoids the emission of 1 Kg of CO2 for every phone reused or recycled.
Social Development
Recycling
a cell phone avoids
the emission of
1 Kg
of CO2 for every phone
reused or recycled
Drivers for Highway Safety
An initiative combining the efforts of the federal government through the Ministry
of Health, the International Association of Automobile Clubs, Mexico Chapter,
Telcel Racing, the Mexican Red Cross, and other public and private institutions,
whose goal is to create a driving culture than will save more than 60,000 lives in
Mexico in the rest of this decade.
With awareness-raising campaigns, we have helped reduce the number of
highway accidents attributable to a lack of driving culture: in 2015, the number of
these accidents was reduced by 25%.
Support to organizations
(Telcel)RED
The (Telcel)RED initiative contributes to the battle against HIV transmission from
mothers to children and reduces the number of children born with the illness.
Since 2011, América Móvil and the Carlos Slim Foundation have contributed to
* For more information on recycled materials included in this program, please go to page 70.
54
this cause by offering (RED) edition products and promoting activities that raise
awareness about the issue.
Telethon
As part of its support to charitable organizations, Telmex and Telcel support the
Mexican telethon for the disabled and against cancer and autism.
Cultural support
Museo Soumaya
This museum, which is open free to the public, holds one of the largest private
collection in Latin America, with 16 groups of artworks covering more than 30
centuries of art from the Americas and Europe. Its aim is to develop greater
sensitivity and interest in beauty and aesthetics, and in what humankind has
done through history.
OFFF
OFFF is a global window of inspiration for future creators, through a program of
conferences, workshops and art shows, with national and international guests
from the world of art, design and digital culture. The festival also includes an
exhibit at the Digital Culture Center.
Telmex Cup
The Telmex Cup is a national tournament to keep children off the streets and
occupied in sports activities.
Mejor en Bici
This Mexican organization, whose name means “Better on a Bike,” promotes
bicycle mobility in the country through campaigns promoting bike use and
culture.
In Argentina,
through “TECHO”,
33 homes
were built with the
participation of more than
350 volunteers
in 2014
Social initiatives by our subsidiaries
Our subsidiaries in other countries, in alliance with various organizations, carry
out community development programs and initiatives that generate value and
make people’s lives better. The following is a country-by-country survey of those
community programs:
Argentina
TECHO is an organization present in Latin America and the Caribbean that
helps thousands of people living in precarious settlements to overcome poverty,
through the joint action of the residents themselves and young volunteers. All the
employees of Claro Argentina, together with their family members and friends,
are called by the organization to help build homes in the settlements. In 2014, 33
homes were built with the participation of more than 350 volunteers.
Claro Argentina also collects paper and batteries for recycling, and delivers them
to certified companies to continue the recycling process.
55
Brazil
In 2014, the Instituto Embratel Claro assumed responsibility for all of the programs
of the Instituto Embratel, founded in 2001, and the Instituto Claro, created in
2008. The non-profit organization, established in Rio de Janeiro, is committed
to supporting social development and a broader access to information and
knowledge. Among the main projects of the Instituto Embratel Claro are the
Naves do Conhecimento, the Dupla Escola program, which is the first public
educational institution modeled in a comprehensive manner to include technical
and professional training in telecommunications, and Campus Mobile. Other
projects include Embratel Claro Educação, Gente Capaz, the 123alô! program
to support teenagers, the ASUME Program and recycling advertising banners.
More information on Instituto Embratel Claro’s programs and activities during
2014 at: https://www.institutoclaro.org.br/banco_arquivos/RelSocial2014_
web_ES.pdf
Colombia
In Colombia, our employees worked on initiatives relating to education, diversity
and sports promotion, such as:
• Educlic, a program that promotes the appropriation and use of information
technologies through an open learning and knowledge platform,
improving educational quality and encouraging teachers to design better
and more creative classes.
• In 2014, 870 computers were delivered to a network of 15 non-profit
organizations who work with vulnerable populations, and 200 special
Samsung telephones were donated for people with visual disability or
poor vision.
In Colombia,
870
computers
were delivered to a
network of 15 non-profit
organizations
• In an alliance with the Vallenata Legend Festival Foundation,
underprivileged boys and girls are given academic, artistic and cultural
training. In 2013, 110 children received training, and in 2014 another 150.
• In support of sports activities, the Claro Soccer and Baseball Cup was
held.
• In partnership with the Best Buddies Foundation, Claro Colombia
developed a program to encourage workplace and social inclusion of
people with intellectual disabilities.
• “Un Sí Hace La Diferencia” (A Yes Makes All the Difference) is a support
network for disadvantaged people; we make infrastructure and resources
available for our customers to join in the support for people living in
vulnerable conditions.
• The “Soy Capaz” (I am Able) campaign seeks to provide an example for
society so that all Colombians assume responsibility for transforming the
country. Claro Colombia developed workshops with the slogan “I am
Able to Imagine,” at schools from Cali, Cartagena and Bogotá. More than
200 students participated in these workshops.
56
Costa Rica
Some of the most notable programs in Costa Rica had to do with environmental
care, such as:
• Cleanup of the Corrogres River in Santa Ana, with 1.5 km of the river
cleaned in conjunction with the Santa Ana Environmental Alliances. The
campaign also included tree planting and trash collection.
• Seeds were planted at our Pozos and Aguas buildings. In the green
areas surrounding Claro’s two administrative offices, enough seeds were
planted to become 30 to 40 trees.
• Electronic Waste Collection Campaign at Pozos de Santa Ana. Employees
contributed 20 kg of electronic waste and 124 kg of miscellaneous
electronic components.
El Salvador
Among the community programs carried out in El Salvador in 2014 were
technology access campaigns, including:
• Connectivity to 77 outreach centers, in an alliance with the United States
Agency for International Development (USAID) in the framework of the
Project to Prevent Crime and Violence in 13 high-risk municipalities,
benefiting 23,000 children and young people.
• Digital Schools Project, providing connectivity to two schools in San
Salvador and Olocuitla, benefiting 1,200 schoolchildren.
• WiFi sites were set up at six tourist zones of the country.
• User protection initiatives, in an alliance with the government and the
GSMA, to distribute message of interest and promote programs to protect
children and teenagers.
Guatemala
In Guatemala, we installed Internet service and donated computer equipment
to public schools and WiFi access in municipal parks. In an alliance with the
Ministry of Education we set up Internet connections in 49 schools.
In Guatemala,
in an alliance with the
Ministry of Education
we set up internet
connections in
49
schools
57
Honduras
Some community development programs in Honduras in 2014 were: support for
the Special Olympics; “Soy Rosa” Cancer Walk; “Relevo por la Vida” walk; 20
scholarships for high school and university students in an alliance with Grupo
Roble, and food supplies for 500 families together with the Obras Sociales
Vicentinas Foundation.
In Nicaragua,
were installed public
telephones in
300 rural
communities
Nicaragua
Community development activities in Nicaragua during 2014 were the following:
• Public telephones were installed in 300 rural communities of Nicaragua,
to support government initiatives, benefiting 6,000 people.
• Tele-medicine systems were introduced to complement the Program to
Reduce Vulnerability and Vertical Transmission of HIV-AIDS in Pregnant
Women in the municipality of Waslala.
• In public schools serving lower-income neighborhoods, the Claronet
Project was developed, providing broadband connectivity.
• Through the “Help me Get There” program, 5,000 bicycles were donated
to lower-income students and teachers.
• Support for the Asociación Pro Niños Quemados de Nicaragua
(APROQUEN), which supports children with burn injuries, birth defects,
cleft lip and palate.
Peru
Some of the community development programs introduced in Peru in 2014 were:
• “Yo Reciclo, Yo Soy Claro” program: Claro educates the community about
the importance of caring for and preserving the environment by recycling
cell phones, batteries and accessories no longer in use.
• Claro supports the Recibo Electrónico campaign, inviting customers to
sign up for digital billing and reduce paper use*.
• Claro began a campaign against texting while driving, seeking to raise
community awareness about the risk of using instant messaging services
while behind the wheel.
* For more information on recycled materials included in this program, please go to page 70.
58
• Since 2007, Claro has held an interscholastic seven-a-side soccer
tournament for children. In 2014, 7,500 students from 480 schools in 22
cities took part. Between 2007 and 2014, more than 50,000 students
have participated.
• Festival Claro is a singing contest that provides opportunities for
professional development to new singers who demonstrate musical
talent, stage presence and public leadership. More than 1,500 people
signed up in 2014.
Dominican Republic
In the Dominican Republic, community support was dedicated to education,
health, sports and volunteer programs. Some of these initiatives were:
• A Digital Literacy Program training public schoolteachers in the use of
basic computer tools.
• Scholarships for the Santo Domingo Technological Institute (INTEC).
• Support for the global autism campaign “Light it up Blue” and the world
Breast Cancer Prevention campaign.
• Cultural support for the National Symphony Orchestra and Film Festival
of the Global Foundation for Democracy and Development (GFDDFUNGLODE) and the Soberano Awards (formerly Casandra).
• In the area of sports, Olympic athletes were supported by the Creating
Olympic Dream programs, and the Armed Forces and National Police
Sports Circle were given assistance for holding their Sports Games. There
was also the Winter Baseball Tournament and the Claro Intercollegiate
Soccer Tournament.
• Other community support included neighborhood boards, the ATABEY
Innovation Center, the Central Electoral Council (UCE), the National
Police Wives’ Association, the Ministry of the Environment and Natural
Resources, and the national Telecommunications Society (PRODETEL).
• Corporate “Volunteers in Action” (VEA) program, which participated in
reforestation days and children’s events with the St. Jude Foundation and
the St. Vicente de Paul Hospice in Santiago.
59
G4-15
Reducing the environmental impact of our operations
and infrastructure through innovative initiatives and
investment in environmentally efficient technologies is a
strategic priority for our business.
At Telmex alone,
water use reduction
initiatives resulted in
savings of
44,852 m3
The Silver
Conch
award recognized
minute-long advertising
spots promoting
conservation of the Jaguar
and the Monarch
Butterfly
At Telmex,
the energy savings
projects introduced in
2014 saved a total of
74,131,399
Kw/h
We recognize the importance of helping to preserve diversity and natural wealth,
and the sustainable development of the communities where we operate.
Energy
G4-EN3, G4-EN4, G4-EN6,
Because of the nature of our industry, the greatest environmental impact of our
operations comes from energy use. To provide the connectivity services we
offer to América Móvil customers and users, we need to consume billions of
kilowatts of electricity per year. We have therefore focused on becoming more
energy efficient, not just to reduce costs but to minimize the environmental
impact this generates.
60
We also invest in alternative energy sources, in projects where it is viable, to
progress toward a future of cleaner, renewable energy.
We have an Energy Committee for applying energy management processes. In
2011 and 2013, all América Móvil subsidiaries took action to reduce their
energy consumption, one of the results of which was a 10% reduction
in cellular sites defined in the initial scope. In 2013 energy management
committees were created in each country and in 2014 we began testing
alternative energy concepts and business studies return on investment.
During the year, we restructured and defined goals for these committees, which
are the following for 2015:
• Obtain key indicators on the performance of our energy saving processes.
• Conduct proof-of-concept testing for alternative technologies.
• Maintain energy management committees.
• Energy savings projects.
• Prepare case studies for projects that justify investment in energy
management.
Use of energy from renewable sources
Country
Kw/h
GJ
516,656
1,859
3,033,528
10,920
317,883
1,144
Ecuador
1,122,754
4,041
Mexico
9,213,400
33,168
218,592
786
77,672
279
Argentina
Central America
Chile
Peru
Dominican Republic
Use of energy from external suppliers
Country
Kw/h
GJ
Argentina
196,291,977
706,651
Central America
302,037,647
1,087,335
Colombia
390,494,715
1,405,781
Ecuador
83,989,896
302,364
1,944,747,049
7,001,089
Peru
118,390,179
426,204
Dominican Republic
131,545,741
473,564
Mexico
61
In countries where América Móvil subsidiaries operate, we have introduced
a number of initiatives to reduce energy consumption, the most important of
which are highlighted below:
Brazil
Our subsidiary Embratel installed solar energy panels and acquired windgenerated energy. It also installed LED lighting in its corporate offices, reducing
consumption by 136,861,194 Kw/h.
Chile
The corporate offices of Claro Chile launched an energy savings program in
2014 that had the following results:
• Reduction of solar radiation on the east and west exposures of the
building through an external solar protection screen.
• Reduction of solar radiation on all sides of the building with high-yield
glass.
• Reduction of thermal losses on all sides of the building with hermetic
double-pane insulated glass.
• Thermal insulation
polyurethane slabs.
between
office
and
parking
areas
using
• Reduction of lighting power load by replacing the T5 fluorescent lighting
with LED lighting, saving 122,878 W.
• Reduction of the lighting power load through a task lighting system in
peripheral offices. This system automatically regulates general indirect
light through natural light sensors, supported by individual support
equipment (floor lamps).
• Reduction of “heat island” effect by reducing the absorption, radiation
and reflection of solar energy on roofs and parking areas using shade
vegetation over cars and plants on the roof of the B building.
• BMS management system with a control platform that provides central
management of electricity, lighting, climate and access controls, with
potential savings of 20% in all building operations.
Colombia
A campaign to turn lights off when not in use at administrative buildings,
Customer Service Centers and Sales Offices across the nation was launched,
saving 581,786 Kw/h.
62
El Salvador
There were various projects during the year, which saved 4,321,000 Kw/h:
• Installing automatic thermostats for temperature control.
• Introducing a program to turn off lights and refrigerators during nonworking hours.
• Adjusting air conditioning temperatures and changing equipment for
more efficient units; ventilating with ambient temperature to improve
energy efficiency.
There were various
projects during the year,
which saved
4,321,000
Kw/h
• Disconnecting equipment not in use from the mobile network.
• Optimizing spaces in the La Presita/San Miguel central.
Guatemala
In 2014 we implemented 10 hybrid sites with photovoltaic cells, conducted electrical
audits at 100 sites and installed electronic thermostats to control temperatures in
the offices. These measures reduced energy use by 1,684,993 Kw/h.
Honduras
We encouraged employees to turn off lights and air conditioning in stores and
offices when not in use, and changed lighting to LED technology.
Mexico
Telcel took a number of measures to save electricity consumption:
• A major transformation toward Single RAN technology, which uses spaces
and electricity more efficiently by housing various types of equipment in a
single cabinet. The project generated savings of 21,296,533 KH, or 3.4%
of total consumption in 2014.
• Optimized lighting and air conditioning the corporate headquarters, with
a program to turn off some of the lights during work hours, up to 80% at
night and 95% on weekends.
63
• Raised awareness among users about the efficient use of electrical
energy in corporate offices through a campaign distributed in the
internal network.
• Automatic shutoff of air conditioning equipment in Customer Service
Centers.
• Introduction of photovoltaic energy generation at base stations, with
savings of 2,601,069 Kw/h of energy, or 0.44% of the energy used in
these systems.
• Switch to precision air conditioning equipment in our Call Centers.
• Introduced LED lighting in Customer Service Centers and Call Centers.
• Change of lighting in corporate offices with monthly savings of
35,280 Kw/h.
• Selective shutdown of air conditioning in corporate headquarters, saving
28,168 Kw/h a month.
At Telmex, the energy savings projects introduced in 2014 saved a total of
74,131,399 Kw/h:
• Energy savings initiatives in offices included shutting down equipment at
peak hours, area optimization, and motion-sensor controlled equipment
in 548 of the most energy-intensive locations in Mexico. Savings of
5,176,125 Kw/h.
• Dichroic energy administrators that control demand, consumption, power
factor and voltage failures during blackouts. Savings of 250,019 Kw/h.
• Timers for turning air conditioning on and off so that it only works during
the hours needed. Savings of 2,983,974 Kw/h.
• Reduced firing up of gas generators during peak hours at 53 locations in
the Monterrey Triara Data Center, avoiding fossil fuel consumption and
CO2 emissions. Savings of 712,550 Kw/h.
• Replaced technology for client data transmission with energy-saving
devices; shutdown of obsolete equipment. Saved 6,077,343 Kw/h.
• Switched to LED type high-technology energy-saving light fixtures in
4,589 facilities, reducing energy use in some facilities by up to 41%.
Savings of 58,931,388 Kw/h.
Peru
Alternative energy project with solar panels, batteries and wind energy, replacing
the burning of fuel in rural areas where electricity was unavailable and generating
savings of 893,376 Kw/h. Also upgraded air conditioning in offices, saving
216,000 Kw/h of electricity.
In Perú,
alternative energy
proyect savings of
893,376
Kw/h
64
Dominican Republic
In this country, energy savings projects resulted in a reduction of 8,584,514 Kw/h
of electricity and 9,970 Gigajoules of fuel.
• Purchase of 433 20-watt LED lamps to replace 175-watt lights in the
employee parking area of corporate headquarters. Savings of 159,020
Kw/h.
• Purchase and installation of 4-foot 18-wat LED lighting tubes, 8
5-265 volts,
for emergency stairwells and parking area at corporate headquarters;
changes in executive areas and meeting rooms. Savings of 41,615 Kw/h.
• Replacement of incandescent bulbs with LED lights at 250 locations.
Savings of 441,000 Kw/h.
• Installation of solar solutions at 10 GSM sites. Savings of 77,672 Kw/h.
• Purchase and installation of 80 and 120-watt LED lights to replace 250
and 400-watt lamps in exterior parking areas. Savings of 1,655 Kw/h.
• Switch from traditional air conditioning to high-efficiency air conditioning
at 59 sites and offices. Savings of 411,345 Kw/h.
• Shutdown of CDMA Network equipment. Saved 1,163,484 Kw/h.
• Activation of power saving feature on 2106 mobile GSM cells. Savings
of 2,192,992 Kw/h.
• Efficiency measures in air ducts and air conditioned spaces at the SubMella equipment and warehouse areas; standardization of work hours
and temperatures in the workplace. Savings of 162,490 Kw/h.
• Turned off units at Las Praderas and Polvorín to optimize spaces. Saved
28,644 Kw/h.
• Installed more efficient air conditioning units in service stores, with 60%
energy savings; total of 28,927 Kw/h.
• Energy-efficient coolers; installation of air conditioners with automatic
turn on/turn off; standardization of working hours. Saved 55,800 Kw/h.
• Shutdown of CDMA Network cells Saved 3,743,510 Kw/h.
• Automated administrative office spaces in the Santiago III Complex.
Savings of 54,041 Kw/h.
• Installed air conditioning controls at the Hainamosa cafeteria. Savings
of 22,320 Kw/h.
• Switch to 24-hour electrical circuit at Trinitario and Hainamosa, and
interconnection and power-up of the El Cuya site. Savings of 9,970
Gigajoules of fuel consumption.
In República
Dominicana, energy
savings projects resulted
in a reduction of
8,584,514
Kw/h
of electricity
65
Water
G4-EN8
Ecosystems, the vitality of communities and the operations of almost every
business, depend in some way on the use of water. The growth of the
population, economic development and climate change have all affected the
availbiyt of water on our planet. At Américsa Móvil we are aware of how urgent
it is to protect this valuable resource. In communities and countries where we
operate, we are making an effort to promote a culture of water preservation
through environmental education programs and campaigns, primarily in our
corporate offices.
At Telmex alone,
water use reduction
initiatives resulted in
savings of
44,852 m3
In Mexico and Chile, we use water-saving toilets in our office buildings. At Telmex
alone, water use reduction initiatives resulted in savings of 44,853 m3, and the
recycling of 54,750 m3. Also in Chile, we installed faucets equipped with timers
and flow reducers in sinks and showers. We also installed tankless coil-type
water heaters, which avoid over-use of water from accumulation and runoff, as
well as the emission of gases and the loss of water in boiler feed lines.
Use of water from local municipal supply
Country
Consumption m3
Brazil (Embratel)
505,325
Colombia
136,006
Chile
294,088
Central America
100,248
Ecuador
26,340
Mexico
777,534
Peru
Dominican Republic
19,194
2,840,845
Biodiversity
G4-EN12
América Móvil’s impact on biodiversity is low, because our work centers are
business offices and Customer Service Centers located in suburban and urban
areas. Nevertheless, some of the facilities necessary for the growth and operation
of our services, like base stations, are close to or within areas that governments
have declared as protected areas or, in some cases, national heritage. We respect
the preservation of these zones and comply with environmental regulations in
every country where we operate.
Waste and recycling
G4-EN2, G4-EN23, G4-EN25, G4-EN27, G4-EN28
One of our goals is to be efficient and responsible with the waste our operations
generate. Through initiatives and programs, we work to promote an environmental
culture of reuse and recycling.
66
América Móvil operators in Latin America have waste elimination and management
initiatives that result in substantial savings and efficiency. Some of the actions
taken in 2014 were:
Argentina
38 metric tons of non-hazardous waste were recovered, and 17,916 batteries
were recycled at the end of their useful life, equivalent to 215 kg.
At Brazil NET,
140
metric tons
of hazardous waste
were recycled and
eliminated through
sanitary landfills
Brazil
Through the Claro Recycles program, operated by Claro Brazil, 6.7 metric tons
of hazardous waste were recycled, and turned over to a company authorized
to accept and treat it, transmitting it to various recycling industries depending
on the material. At Brazil NET, 140 metric tons of hazardous waste and 2,591
metric tons of non-hazardous waste were recycled and eliminated through
sanitary landfills.
We also have recycling incentive programs and publish informational and
educational materials. In Brazil, 9,632 used cell phones and 8,230 accessories
were collected at the end of their useful life.
Colombia
In 2014, the Claro Colombia Recycling Program collected 243 kg of recycling
material across the nation, including cables, scrap, plastic and cardboard. For
hazardous materials, there is a program for recovering and disposal of the waste,
through which 448 kg of materials like batteries and electrical and electronic
devices were recovered and disposed of. Also, 18,736 cell phones, 150,990
accessories and 130,351 batteries were recovered at the end of their useful life.
Claro Colombia has a campaign that ensures proper disposal of this type of
waste through a methodical collection process. This process begins at the
Customer Service and Sales Centers, where there are collection boxes for
phones, batteries, SIM cards, chargers, etc. Once collected, they are sorted
and turned over to a certified environmental manager to handle and dispose of
them properly.
Costa Rica
Through an external supplier, at Claro Costa Rica some 28 metric tons
of hazardous waste were recycled. Old batteries are also channeled to
certified vendors, and used cell phones were turned over to electronic
recycling companies.
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Another waste related initiative was the evaluation of 11 suppliers who use
solvents, inks, cardboard, plastic and pallets in their operations, along with
waste electronics, cable and casings.
Ecuador
Using recycling and sanitary landfill, 87 metric tons of hazardous waste were
disposed of, along with 148 metric tons of non-hazardous waste. At the end of
their useful life, 118,700 cell phones and 50,484 accessories were recovered.
Some environmental initiatives relating to waste carried out in Ecuador in 2014
were:
• Environmental impact analysis and follow-up on the environmental
management plan for all base stations, central repeaters and warehouses
in the country.
• Collection of unused cell phones and obsolete equipment and material
dismantled for environmental management.
• Tree-planting campaign and reuse of materials for new productive
purposes.
El Salvador
Turned over obsolete equipment and scrap was sent to environmentally certified
companies for treatment, for a total of 721 metric tons of non-hazardous waste.
Copper and electronics waste were also forwarded to Salvadoran and foreign
firms, and an equipment collection effort was made to minimize waste and the
purchase of new product.
Honduras
2,110 metric tons of non-hazardous metal smelting waste were recycled.
Electronic equipment, metals, cable and unused cell phones are not destroyed,
but sent to companies that specialize in recycling them.
Mexico
Telmex manages the waste generated by its operations by applying the 3 Rs:
reduce, reuse and recycle. In 2014, these initiatives avoided the emission of
47,866 metric tons of CO2 into the atmosphere. This was accomplished through
a total investment of Ps.15,612,640 in 2014, of which over Ps.2 million were
allocated to waste treatment.
In Salvador,
turned over obsolete
equipment and scrap was
sent to environmentally
companies for a total of
721metric tons
of non-hazardous
waste
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Telmex separates waste in three main groups:
Solid urban waste: personnel are instructed in a special method for separating
the waste into different containers; paper, cardboard, PET and aluminum.
Special handling waste: almost all electronic materials or modems are
integrated into productive chains, and a small portion of them are sent to
authorized containment.
Hazardous waste: Telmex has comprehensive hazardous waste management
programs that collect these materials and deliver them to recycling companies
or ensure their appropriate final disposal.
During the year, 1,056 metric tons of hazardous waste were generated, 24,000 of
which were recycled. Telmex also generated 7,807 metric tons of non-hazardous
waste, 416 metric tons of which were reused and 7,389 metric tons recycled.
Products and materials recycled by Telmex in 2014 (mton)
368
Modems
Computer equipment
47
Paper and cardboard
4,361
226
Metal waste
2,602
Copper cable
Aluminum
199
PET
0.8
Materials recovered at Telmex through collection
of modems and electronics (mton)
Metals
128
Plastics
95
SIM cards
49
Paper and/or cardboard
41
Cables and connectors
62
Equipment for reuse
21
Collection of equipment and materials at Telmex
Year
Modems
collected
(units)
Electronics
collected
(units)
Wet (lead/
zinc) batteries
recycled
(units)
Oil recycled
(liters)
2013
865,000
18,000
14,500
11,630
2014
957,000
9,468
24,698
43,238
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Telcel has a widespread campaign to promote the recycling of cell phones and
accessories. Through internal campaigns aimed at employees and advertising
campaigns in social networks, people are invited to dispose of these unused
materials at one of the 508 containers provided in Telcel Customer Service
Centers. In 2014, 80.15 metric tons of cell phones were collected for recycling
(equivalent to 528,094 phones), and 398 metric tons of accessories (equivalent
to 5,696,620 pieces). Telcel also channeled 343 metric tons of base station
batteries to authorized suppliers for appropriate containment.
Nicaragua
In Nicaragua,
in 2014,
20
metric tons
of hazardous waste
were turned over for
recycling
Waste materials—both hazardous and non-hazardous—are centralized for
collection by certified vendors. In 2014, 20 metric tons of hazardous waste and
200 metric tons of non-hazardous waste were turned over for recycling.
Peru
Through the “I’m Claro, I Recycle” Program, operated by an external vendor, 1.5
metric tons of electronic waste were channeled to specialized plants overseas
for separation and treatment. The company also turned over 4,023 metric tons of
other hazardous waste, such as antennas, digital phones, cables, connectors,
chargers, receptors, SIM cards, routers, servers, amplifiers, equalizers, and
others, to authorized companies for treatment. Non-hazardous waste is
processed by non-governmental organizations. At the end of their useful life,
8,964 cell phones, 9,684 accessories and 5,251 batteries were recovered.
Between 2010 and 2014, a total of 106,505 cell phones, batteries and
accessories were appropriately disposed of. Furthermore, more than 650
m² of unused advertising material was converted into 13,148 pencil cases for
schoolchildren.
Additional initiatives for reducing CO2 emissions
As regards programs to reduce CO2 emissions generated by vehicles, Claro
Colombia conducts regular inspections to verify that its vehicular fleet is
operating at peak efficiency. It also promotes the “Bici-Claro” environmental
campaign to let employees know about the Claro Bicycle Project, which
offers them a different way of getting to work and helps them reduce their
carbon footprint.
Our operations in Honduras have the following initiatives to mitigate CO2
emissions generated by transportation:
• Permanent maintenance of the nationwide vehicular fleet to make sure it
remains fuel efficient.
• Use of videoconferencing and video calling equipment nationwide to
reduce the need for employees to travel.
70
• Supply of transportation service in areas like customer service and to
technical personnel working night shifts, both for the employees’ safety
and to help reduce the use of vehicles.
• Optimization of logistics in product shipment, to minimize the number of
vehicle movements.
• Use of manual pallet carriers instead of forklifts for handling light materials
in the warehouses, in order to save fuel.
Awards and distinctions
Telmex
• Socially Responsible Company Distinction from the Mexican Center for
Philanthropy (Cemefi) for the 13th year in a row
• Prosa Star Supplier Recognition 2013 for the 12th year in a row, in two
categories: Best Strategic Alliance and Best Support for Operations from
Triara, citing the quality and reliability of the services Telmex provides.
• First place in the corporate reputation ranking for the telecommunications
industry by Medidor Empresarial de Reputación Corporativo (MERCO).
Carlos Slim Helú and Carlos Slim Domit ranked among the 100 leaders
with the best reputation in Mexico. Telmex also ranked sixth among the
most responsible companies and those with best corporate governance.
• Best Mexican Company of the Year award from the Latin American Quality
Institute.
• Telmex received 78 Environmental Quality Certifications from the
Federal Environmental Protection Agency (Profepa), in recognition of the
company’s efforts to properly handle the waste generated by its facilities
and buildings. Environmental Certificates were also issued to 89 facilities
in the Mexico City metropolitan area and in the states of Jalisco and
Nuevo León.
• Mexico’s third most valuable brand, according to Interbrand’s Best
Mexican Brands 2014.
• The BrandZ award from Millward Brown, which ranked Telmex 17th
among the 50 most valuable brands of Latin America.
• The Digital Village: Telcel 4GLET-Infinutum earned a Guinness World
Record for the second year in a row for the largest number of people
taking IT courses and achieving, in an eight-hour period, the largest
number of scans of virtual information to the real world, through Infinitum’s
“Realidad Aumentada” app.
• The Telmex Cup also earned the Guinness World Record for the largest
amateur soccer tournament in the world, with 250,488 players taking
part, divided into 14,243 men’s and women’s teams.
71
Telcel
• Socially Responsible Company distinction from the Mexican Center for
Philanthropy (Cemefi) for the 5th year in a row.
• Trusted Brand Recognition from Reader’s Digest Mexico.
• Mexico’s most valuable brand, according to Interbank’s Best Mexican
Brands 2014.
• The BrandZ awrd from Millward Brown, which ranked Telcel 4th among
Latin America’s 50 most valuable brands.
• The Silver Conch award recognized minute-long advertising spots
promoting conservation of the Jaguar and the Monarch Butterfly.
Report Profile
G4-13, G4-20, G4-21, G4-22, G4-23, G4-28, G4-29, G4-30, G4-33
The América Móvil Sustainability Report is published annually, as an expression
of our interest in making this organization’s operations more transparent and
rendering accounts to our stakeholders. It covers the results of our performance
from January 1st to December 31, 2014, and gives continuity to our last report,
published for the year 2013.
This report presents the environmental, social and labor-related performance
in the 18 countries of the Americas in which we operate. Regarding financial
information and total employee work force, we have also included the results of
the European countries that were integrated to our operations as of July 1st, 2014.
The quantitative information regarding total number of workers in the Social
Performance chapter does include Telekom Austria employees, as well as
those of the following companies of Grupo Carso: Telvista USA, Telvista Mexico,
Speedy Mobile, Sección Amarilla, Uno TV, Plaza VIP, Editorial Contenido, Rie
and CMI. The rest of the information presented, both quantitative and qualitative,
excludes these companies’ performance.
There are no restatements of information from previous reporting years, nor
significant changes in the scope or coverage of this report.
The data is presented based on the Global Reporting Initiative G4 Guidelines,
and has self-declared that it is in accordance with the Core option. The report
has not been checked by an independent party.
72
Materiality
G4-18, G4-19, G4-20, G4-21, G4-31
The qualitative and quantitative information presented in the América Móvil
2014 Sustainability Report is the result of the combined efforts of many people.
Various areas of the company worked continuously to measure and compile the
results of our economic, social and environmental performance in order to work
for continuous improvement and meet our commitment to transparency and
accountability to the stakeholders around us.
The process of defining the issues and indicators covered by this report was as
follows:
• Through various consultation mechanisms and channels of communication
with our stakeholders, we took into account the expectations and concerns
of our customers, suppliers, employees, investors, shareholders, allies,
the press, government organizations, non-profit organizations, financial
institutions and others.
• We reviewed and analyzed the observations and recommendations of the
markets where our securities are listed, and complied strictly with their
reporting requirements.
• We held meetings and interviews with senior management in order to
determine what aspects are most relevant for our operations.
• Quantitative and qualitative capturing and validation process of internal
documents for América Móvil subsidiaries in the 18 countries in the
Americas where we operate.
• As a telecommunications company, we have made an effort to place a
priority on issues considered material to the industry according to the
most widely recognized international standards. These issues include:
·· Environmental footprint of our operations, including total energy
consumption, energy use in the mobile and fixed network, and use
of renewable energies.
·· Data privacy and security: data privacy policies and practices and
regulatory compliance.
·· Handling of products at the end of their useful life: materials recovered and their destination (reuse and recycling).
·· Management of risks relating to disruptions or failures in technology.
As part of the evolution of our Sustainability Strategy, for the coming year we will
be updating the materiality of our performance indicators.
73
GRI Index
G4-32
GLOBAL REPORTING INITIATIVE INDEX GRI-G4
GRI G4
G4
Page
Content
General Standard Disclosures
Strategy and analysis
G4-1
6
Statement from Chairman of the Board and
Chief Executive Officer about the relevance of
sustainability to the organization.
G4-2
17
Key impacts, risks and opportunities.
Company profile
G4-3
13
Name of the organization.
G4-4
9
Main brands, products and/or services.
Location of the company’s headquarters.
G4-5
G4-6
9
Mexico City
Countries where the company has operations.
Nature of ownership and legal form.
G4-7
América Móvil, S.A.B. de C.V.
G4-8
9
G4-9
9, 32
G4-10
38
Employment.
G4-11
30
Collective bargaining agreements.
G4-12
29
Supply chain in the organization.
G4-13
6,72
G4-14
18
G4-15
38, 60
G4-16
24
América Móvil, S.A.B. de C.V.
Markets served.
Scale of the organization.
Significant changes during the reporting period.
Precautionary principle.
Social, environmental and economic initiatives.
Associations to which the company participates.
Material aspects and boundaries
G4-17
13
Operational structure.
G4-18
73
Process for defining the report content.
G4-19
73
Material aspects identified.
G4-20
72, 73
Coverage / Aspect boundary within the
organization / Information regarding joint ventures.
G4-21
72, 73
Coverage / Aspect boundary outside the
organization.
G4-22
72
Effect of any restatements of information provided
in previous reports.
G4-23
72
Significant changes related to previous reports.
74
G4
Page
Content
Stakeholders’ engagement
G4-24
20
Stakeholder groups engaged by the organization.
G4-25
20
Selection of stakeholders with whom to engage.
G4-26
20
Engagement with stakeholder groups.
G4-27
20
Key topics and concerns raised through
stakeholder engagement.
Report profile
G4-28
6, 72
Reporting period.
G4-29
72
Date of most recent previous report.
G4-30
72
Reporting cycle.
G4-31
73
Contact point regarding the report.
G4-32
74
GRI Content Index and chosen reporting option.
G4-33
72
External assurance for the report.
Governance
G4-34
15
Process for delegating authority to senior
executives and other employees.
G4-35
G4-36
Governance structure and committees of the
highest governance body.
15
Executive-level positions with responsibility for
economic, environmental and social topics.
Processes for consultation with the highest
governance body.
G4-37
G4-38
15
Corporate governance.
G4-39
15
G4-40
15
Nomination and selection processes for the highest
governance body.
G4-41
15
Processes to avoid conflicts of interest.
G4-42
15
G4-43
15
G4-44
15
Performance assessment of highest governance
body.
G4-45
17
Identification and management of economic,
environmental and social impacts, risks, and
opportunities.
G4-46
17
G4-47
17
G4-48
América Móvil shareholders, through the
Board of Directors, define and inform
business strategies to the Management, who
execute them as part of their functions.
Highest committee or position that approves the
sustainability report.
Carried out through the active participation
of Management in the Board of Directors’
regular meetings.
The Board of Directors analyze business
risks.
CEO of the company
75
G4
Page
Content
Communication of critical concerns to the highest
governance body.
G4-49
G4-50
28
Nature and total number of critical concerns that
were communicated to the highest governance
body.
G4-51
15
Remuneration policies for the highest governance
body and senior executives.
G4-52
15
Processes through which compensation is
determined.
Management is informed about relevant
matters in the company and presents
them to the Board of Directors for their
consideration.
G4-53
We have several means to contact our
stakeholders and hear their expectations.
G4-54
Ratio of the annual total compensation for the
highest-paid individual to the median annual total
compensation for all employees.
Confidential information
G4-55
Ratio of percentage increase in annual total
compensation for the highest-paid individual to the
median percentage increase for all employees.
Confidential information
Ethics and integrity
G4-56
26
Organization’s values, principles, standards and
norms of behavior.
G4-57
28
Internal and external mechanisms for seeking
advice on ethical and lawful behavior.
G4-58
28
Internal and external mechanisms to report
unethical or unlawful behavior.
Specific standard disclosures
Economic performance
G4-EC1
Direct economic value generated.
Financial information of the company
available in the financial section of the 20F
Form in http://www.americamovil.com.mx/
amx/cm/filings/Form_2014.pdf
G4-EC2
Financial implications and other risks and
opportunities due to climate change.
NA
G4-EC3
38
G4-EC4
G4-EC5
G4-EC6
G4-EC7
38
Organization’s benefit plan obligations.
Financial assistance received from government.
NA
Entry level wage.
All América Móvil subsidiaries comply with
the law in every country where we operate
regarding the regulatory minimum salary
and, in most of our operations, we exceed
this minimum.
Senior management hired from the local
community.
Investments in infrastructure and services for public
benefit.
We make substantial capital expenditures
to continue expanding and improving our
networks in each country in which we
operate. Our capital expenditures on plant,
property and equipment and acquisition
or renewal of licenses were $145.6 billion
Mexican pesos in 2014.
76
G4
Page
G4-EC8
G4-EC9
28
Content
Significant indirect economic impacts.
NA
Local suppliers.
About 70% of our suppliers are from each
of the countries where we operate, as our
results consolidation policy provides that
subsidiaries in each country choose their
own suppliers.
Materials used by weight or volume.
G4-EN1
G4-EN2
66
Materials recycled.
G4-EN3
60
Internal energy consumption.
G4-EN4
60
External energy consumption.
Energy intensity.
G4-EN5
G4-EN6
60
G4-EN8
66
NA
Reduction of energy consumption.
Reductions in energy requirements of products and
services.
G4-EN7
NA
NA
Total water withdrawal by sources.
G4-EN9
Water sources significantly affected by withdrawal
of water.
NA
G4-EN10
Total volume of water recycled and reused.
NA
G4-EN11
Operational sites adjacent to protected areas and
areas of high biodiversity.
Not a material issue
G4-EN12
66
Significant impacts on biodiversity.
G4-EN13
Habitats protected or restored.
G4-EN14
Habitats affected by operations.
G4-EN15
Direct GHG emissions (Scope 1).
NA
G4-EN16
Indirect GHG emissions (Scope 2).
NA
G4-EN17
Other indirect GHG emissions (Scope 3).
NA
G4-EN18
Intensity of GHG emissions.
NA
G4-EN19
Reduction of GHG emissions.
NA
G4-EN20
Emissions of ozone-depleting substances.
América Móvil does not generate any ozone
depleting substances.
G4-EN21
NOx, Sox and other significant air emissions.
América Móvil does not generate significant
emissions of NOx and SOx.
G4-EN22
Total water discharge.
G4-EN23
66
Significant spills.
G4-EN24
G4-EN25
G4-EN26
Waste management.
66
Not applicable to our operations
Hazardous waste transported.
Water resources.
77
G4
Page
Content
G4-EN27
66
Mitigation of environmental impacts.
G4-EN28
66
Packaging materials reclaimed.
G4-EN29
Fines for non-compliance with environmental laws
and regulations.
At America Movil we did not have significant
fines for non-compliance with environmental
laws.
G4-EN30
Environmental impacts of transporting products
and employees.
NA
G4-EN31
Total environmental protection expenditures and
investments.
NA
G4-EN32
Percentage of new suppliers screened using
environmental criteria.
At América Móvil, we review the situation
of our suppliers regarding their economic,
social and environmental performance
before signing a contract with them.
G4-EN33
28
Significant, real and potential environmental
impacts in supply chain.
Number of grievances about environmental
impacts.
G4-EN34
NA
Social performance - Labor practices and decent work
G4-LA1
38
Hiring and rotation of employees.
G4-LA2
38
Benefits provided to employees.
G4-LA3
Return to work after parental leave, by gender.
NA
G4-LA4
Minimum notice periods regarding operational
changes in collective agreements.
Minimum notice periods for consultations
and revisions regarding collective
agreements vary from 30 to 60 days,
depending on the operation.
G4-LA5
45
Health and Safety Committees.
G4-LA6
45
Absenteeism and lost days.
G4-LA7
Health.
NA
G4-LA8
Health.
NA
G4-LA9
40
Training
G4-LA10
40
Training.
G4-LA11
40
Career development.
G4-LA12
38
Diversity.
G4-LA13
Ratio of basic salary of women to men.
NA
G4-LA14
Percentage of new suppliers screened using labor
practices criteria.
NA
G4-LA15
Significant actual and potential negative impacts
for labor practices in the supply chain.
NA
G4-LA16
Number of grievances about labor practices.
During the year, we had 7,898 grievances
filed by employees regarding labor practices.
78
G4
Page
Content
Social performance - Human rights
Investment agreements that include human rights
clauses.
G4-HR1
NA
G4-HR2
30
Training on human rights.
G4-HR3
28
Incidents of discrimination.
G4-HR4
30
Freedom of association.
Operations in all the countries have collective
agreements for union workers, according to
the laws of each country or region.
G4-HR5
30
Measures against child labor.
The hiring process at América Móvil is
subject to the legislation of each country,
and there is no child labor in any of of our
operations.
G4-HR6
31
Measures against forced labor.
We respect the numbers of working hours
established by contracts, internal regulations
and the legislation of every country where
we operate.
Security personnel trained.
NA
G4-HR8
Indigenous rights.
There were no cases of violations involving
rights of indigenous peoples. Our business
philosophy is to support and bring closer
indigenous and rural communites through
our services and social programs, and
to support their social and economic
advancement.
G4-HR9
Assessment in human rights.
NA
G4-HR10
Suppliers screened using human rights criteria.
NA
G4-HR11
Actual and potential negative human rights impacts
in the supply chain.
NA
G4-HR7
G4-HR12
28
Number of grievances about human rights impacts
filed, addressed and resolved through formal
grievance mechanisms.
Social performance - Society
G4-SO1
46
Impact on communities.
Operations with significant actual and potential
negative impacts on local communities.
G4-SO2
Anticorruption
26
G4-SO3
28
Our operations have no negative impacts in
the local communities where we operate.
Risks, policies and procedures against corruption.
G4-SO4
Employees trained on anti-corruption policies and
procedures.
G4-SO5
Actions taken against incidents of corruption.
NA
G4-SO6
Contributions to political parties or related
institutions.
At América Móvil we do not give
contributions to any political party, whether
monetary or in kind.
79
G4
Page
Content
G4-SO7
Free competition and anti-monopoly practices.
On March 7, the Federal
Telecommunications Institute passed
a resolution considering an economic
group comprising América Móvil and its
operating subsidiaries Telcel and Telmex as
“preponderant economic agents”, thereby
imposing them asymmetric measures.
G4-SO8
Fines for non-compliance with laws and
regulations.
NA
G4-SO9
29
Percentage of new suppliers screened using
criteria for impacts on society.
G4-SO10
29
Significant negative impacts on society in the
supply chain.
G4-SO11
29
Number of grievances about impacts on society.
Social performance - Product responsibility
G4-PR1
Percentage of significant product and service
categories for which health and safety impacts are
assessed for improvement.
América Móvil does not manufacture
products; all products available to
customers—such as phones, televisions,
computers, decodifyers and other electronic
devices, are manufactured by suppliers and
comply with the labeling specifications that
guarantee the health and safety of users.
G4-PR2
Incidents of non-compliance with voluntary codes
concerning health and safety.
NA
G4-PR3
Information concerning labeling.
All products sold by América Móvil and its
subsidiaries require specific labeling about
the origin of components of the product or
service; its composition, especially regarding
substances that can have a social or
environmental impact; safety instructions for
the product or service and mode of disposal,
and environmental or social impact. Labeling
is subject to marketing laws in each country.
G4-PR4
Incidents of non-compliance with regulations and
voluntary codes concerning labeling.
No incidents were registered about noncompliance with applicable laws or voluntary
codes regarding information and labeling of
products.
G4-PR5
35
Surveys measuring customer satisfaction.
G4-PR6
Sale of banned or disputed products.
At América Móvil we do not sell any banned
or disputed products.
G4-PR7
Total number of incidents concerning marketing
communications, advertising, promotion and
sponsorship.
There were no incidents of non-compliance
with legislation or voluntary codes
concerning marketing communications.
G4-PR8
G4-PR9
35
Total number of complaints regarding breaches of
customer privacy.
Fines for non-compliance with laws and regulations
concerning the provision and use of products and
services.
NA
NA= Non-available information
80
Information and contact
E-mail: [email protected]
Phone: + 52 (55) 25813700
Webpage: www.americamovil.com/amx/en/cm/reports/Q/29052015.pdf
81

Sustainability Report 2014

Transcription

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